The Professional Project Manager

Professional training is an important investment made by organisations to enhance their staff's level of competence and ultimately performance. But like all investments, it requires careful planning, clear objectives, and robust assessment processes to ensure it works and achieve its goals – otherwise it’s just an exercise in attendance.

It helps if you start to look at investing in training as you would any other investment you could make. This means that you take a look at the costs of the investment and clearly outline the expected returns from it. This is useful to help you even choose the type of training that you should be sending people on. You should have a really clear idea of what sort of training you want people to go on for example will it be assessed or is it simply a matter of attending a course. Will it require practical demonstration of skills, will it result in a professional certification or qualification. Each of these provides different levels of training and teaching and as such different levels of competence development. So carefully consider the business case for each investment in training and have clear expectations about what you need the

Next, when looking at different types of training look carefully about how the training has been put together. Is it a simple mishmash of opinions of a particular subject matter expert or has it been put together using something like blooms taxonomy which will clearly indicate what the level of teaching or training is aimed at and what the expected outcomes from participating and completing in the training will be. This is definitely a question that you should be asking any training provider so that you can move away from training that does not have defined learning outcomes.

Once people have been on the training and completed it you then need a way to determine whether it was worthwhile and whether you achieved the expected results from it. I'm always surprised at this point that a lot of people simply assume that attendance at training will lead to the expected and desired uplift and competence. But this isn't always the case and you will need to have in place some way of measuring an uplift in competence and a change in performance. My personal preference is to use Kirkpatrick's Four-Level Training Evaluation Model, which provides a framework to assess training efficacy at different levels:

• Level 1: Reaction - How did the participants feel about the training? We often refer to this as the happy sheet completed at the end of the training which asks people how did you feel about the content, the facilities, the trainer, and even the catering. You can see that simply getting level 1 doesn't really give you any insights into the application in your skills.
• Level 2: Learning - What did the participants learn? Completing this level of training efficacy will mean that you have some sort of test that you will put people through to see if they have learned something from the training. Obviously some forms of training particularly those based on awarding credentials or qualifications will have this built into them. You will probably want to know what the pass mark is, how the pass mark was determined, how the questions were written (for example were they written in accordance with ISO 17,000 and 24) in order to determine how valid the testing actually is.
• Level 3: Behavior - How did participants apply the knowledge? This level will require you to either ask the participants how they have managed to apply the knowledge they have gained, or for you to observe them applying the knowledge.
• Level 4: Results - What tangible results emerged from the training? The top level of this model requires not just an assessment of an increase in knowledge and a demonstration of applying the new knowledge or skills, but also and assessment of actual improvements in performance for the individual and the organization as a result of the investment in the training.

Using this model, organizations can evaluate the immediate and long-term impact of training on both the individual and organizational levels get a really clear picture of whether or not the training has had the desired impact or not.

Every organization, and indeed every individual, has unique needs. Training programs need to be tailored to address these specific needs to be effective. A well-thought-out training program, developed with clear objectives in mind, ensures that it addresses these needs.

Professional training is not just about conducting sessions and workshops. It's about ensuring that these sessions lead to desired outcomes, transforming both individuals and organizations. Using tools like Blooms Taxonomy for defining objectives and Kirkpatrick's model for assessment ensures that training is both comprehensive and effective. Remember, training without thoughtful planning and assessment is an exercise in futility. Invest wisely!

(For those keen on diving deeper, Blooms Taxonomy and the Kirkpatrick model have been extensively discussed in academic and professional literature. A quick search can provide numerous resources for further reading.)

In our daily interactions, whether we're mentoring a colleague, guiding a friend, or even giving directions to a stranger, the art of giving advice or passing on knowledge plays a crucial role. However, the way in which we deliver this advice, or knowledge, can make all the difference.

I’ve been seeing a lot of advice lately which focuses on the bad types of managers, the bad types of leader, the bad types of project management, the bad types of sponsor …. you get the picture. Somewhere it is implied that you need to watch out for, avoid, or actively manage these ‘bad’ examples. I think that if you read enough of these you will think that the world is only full on this type of person. You may also develop the belief that if you do the opposite of what the bad persons characteristics are, that this will mean you are doing ‘good’. This isn’t necessarily the case. The opposite of bad can actually be worse instead of good.

I appreciate that the authors of these pieces are genuinely trying to educate and pass on knowledge but there are much better ways to do this focussing on what is bad.

Imagine you're lost in a city somewhere, and you ask a local for directions. If they spend 10 minutes explaining all the routes you shouldn't take because of the bad things that can happen, you'll probably be more confused than before, and not really know where to start. On the other hand, if they give you a clear and direct good route, with perhaps a brief mention of roads to avoid, you'll be on your way in no time. The same principle should apply to the advice we give or receive in life.

Sure, it's essential to be aware of potential pitfalls and challenges. It gives a realistic view of the situation at hand. But, when the narrative becomes solely about what not to do, it can create a sense of fear or anxiety. The person seeking or receiving the advice might become overly cautious, second-guessing every step, and missing out on potential opportunities.

On the flip side, focusing on the positive aspects, the 'do's rather than the 'don'ts, can be empowering. It provides a clear path forward and encourages proactive action.

So maybe start to move away from a total focus on what’s bad, and start to focus on what’s good – there is a school of thought called Appreciative Inquiry that focusses on the positive and by repeating what is good hopes to crowd out the negative (very simple description btw).

Here are some benefits of being positive with your advice:

1. Clarity and Direction: Just like letting people know the direct and ‘good’ route in my earlier example, positive advising offers a clear path. It's easier to follow a roadmap of actionable steps than navigate a maze of warnings and what to avoid.
2. Boosts Confidence: Hearing about the potential successes and best practices can instil confidence in people. It reassures them that they are capable of achieving their goals. Let them know that good exists and is possible.
3. Promotes Optimism: A positive outlook can be contagious. By focusing on the good, you're fostering an environment of optimism and encouraging others to adopt the same perspective.
4. Builds Trust: When you offer constructive advice, it shows that you believe in the individual's potential. This can strengthen your relationship and build trust.

While the emphasis should be on the positive, it's also important to strike a useful balance. A brief mention of potential challenges or routes to avoid in any advice or learning can be beneficial. It ensures that people are well-informed and prepared for any eventuality.

So, the next time you find yourself in the role of the advisor or educator, or even LinkedIn influencer, remember the lost traveller metaphor. Guide people on the good route, highlight the positives, and watch them confidently go forward.

The role of a project manager is not just about charts, timelines, and resources. It’s also about leading a team and fostering a positive work environment. In this regard, interpersonal skills are as crucial as technical know-how. Let’s delve into the interpersonal skills that are essential for every project manager.

1. Communication

Clear communication is key to any project’s success. A project manager should be able to articulate project goals, delegate tasks, and provide feedback in a manner that leaves no room for ambiguity.

2. Active Listening

Active listening involves not just hearing what someone is saying but understanding the context and subtext. This skill allows project managers to identify concerns, resolve issues, and gauge team morale effectively.

3. Empathy

Understanding and sharing the feelings of others are crucial in a leadership role. Empathy helps in building relationships and resolving conflicts, making the work environment more harmonious.

4. Negotiation

A project manager often has to negotiate timelines, budgets, and resources. Good negotiation skills enable a win-win situation that satisfies all stakeholders.

5. Problem-Solving

Projects rarely go exactly as planned. The ability to think on your feet and come up with practical solutions is vital for keeping a project on track.

6. Motivation

Inspiring a team is part of the job. A motivated team is a productive team, and a project manager should know how to elevate team spirits during challenging times.

7. Adaptability

Change is a constant in project management. Being adaptable allows a project manager to shift focus and resources as necessary, leading to better project outcomes.

8. Team Building

A cohesive team is more than the sum of its parts. Team building skills help create a collaborative environment where everyone is focused on achieving project goals.

9. Decision-Making

Making decisions based on data, team input, and situational factors is a balancing act that every project manager needs to master.

10. Conflict Resolution

In any group setting, conflicts are inevitable. The ability to mediate and resolve conflicts is crucial for maintaining a healthy work environment.

11. Cultural Awareness

In today’s globalized world, project managers often work with diverse teams. Understanding cultural nuances can make a significant difference in how effectively a team collaborates.

12. Emotional Intelligence

Reading emotional cues and responding appropriately can help a project manager diffuse tension and foster a positive team culture.

Interpersonal skills are not just ‘nice-to-have’ but are ‘must-haves’ for any successful project manager. These skills complement the technical aspects of project management, making you not just a manager, but a leader. Investing in these skills will not only make you more effective in your role but also contribute to a more successful and harmonious work environment.

Remember though, some of these skills may not come naturally to you. This doeskin mean you cant learn them. Take time to learn them, practice them, don’t be afraid to get feedback and always be your authentic self!

Let’s talk about personal wellbeing.

It’s not the normal topic I talk about. Usually when I post it’s about technical skills like maturity assessments, cost and time estimating, or practitioner competency development. If I talk about soft skills I talk about skills like leadership, communication and team development.

The thing I noticed about all of these skills is that they are all outward facing. They require the leader or the project manager to give something to someone else. I realized that maybe it’s time to start looking after our own wellbeing first. By doing this we can be healthier people and be better prepared for our personal and professional challenges.

This post is also founded in my own personal experience of letting a state of “ill being” sneak up on me in very small barely noticeable steps. I won’t go into too much detail but there was a point in 2018 when I had to admit that I had let several years of stress and lack of good health practices adversely impact my overall state of wellbeing. I am not the only hard working professional to end up like this, I won’t be the last and maybe you can relate or know someone who can.

What helped me recover and return to a state of wellbeing was positive psychology, signature character strengths and learning resilience techniques.

I’m going to leave you to google the science of positive psychology and it’s founder Martin Seligman from the University of Pennsylvania. The elements of positive psychology that have helped me most have been learning about and focusing on my signature strengths, mindfulness and gratitude. If you bought one of his books I would recommend “Flourish”.

The science of resilience is an incredibly powerful set of tools and insights from Karen Reivich & Andrew Shatte, which at its heart teaches us that it isn’t the event we experience that shapes us, but the way we respond to it, and we can learn to have more control over the ways in which we respond. I’m going to encourage you to get their book “The Resilience Factor: 7 Keys to Finding Your Inner Strength and Overcoming Life's Hurdles” and learn some practical techniques for improving your levels of resilience.

If I could pass on two basic tips that you could use immediately to increase your levels of wellbeing it would be to start a simple gratitude practice. Each evening before you go to bed either write down, or share with someone, three things you are grateful for that happened that day. It’s a great way to end the day and it’s been proven that gratitude increases wellbeing.

The second tip would be to find out what your signature character strengths are and begin to leverage these more in your personal and professional life. Everything seems easier and takes less effort when you use your signature strengths. You can take the free assessment at the link below.

So, let’s keep sharing great ideas about leadership and project management. Let’s exchange ideas about Gantt charts, kanban boards and earned value management. Let’s debate agile versus waterfall approaches. Let’s keep inspiring others with stories of great leaders, communicators and team builders. But let’s also start to talk and share stories about our own wellbeing, and what works for each of us.

Find out your Character Strengths here:

https://www.viacharacter.org/www

There are many types of projects, each unique in its size, duration and complexity. Assigning the right type of project manger to each type of project is a key factor is determining whether or not the project will be a success. Different project managers have different levels of skills and experience, and they also have difference personality attributes. This mix of skills, experience and personality attributes defines the type of project manager you are. The specific type of project manager I am interested in today is the entrepreneurial project manager.

I would proudly call myself an entrepreneurial project manager. I know that I have a very strong entrepreneurial streak in me, and this is an essential part of who I am. I have been setting up businesses, and advising others on this, for over 30 years. There have been some great successes, and also some opportunities to learn some great lessons. When it comes to the types of projects I prefer to manage, I tend to choose those where I can truly leverage my strengths in this area. What I want to do in this article is to examine what are the key characteristics of an entrepreneurial project manager and what sort of projects should they lead?

Let’s start with defining what an entrepreneur is:

From Dictionary.com: “a person who organizes and manages any enterprise, especially a business, usually with considerable initiative and risk.”

There are a couple of key words there – initiative and risk. An entrepreneur takes an initiative at the earliest idea stage, and usually with a lot of passion throws themselves into ensuring that the idea becomes reality. Along the way they may have to solve a wide range of technical, legal, financial, regulatory, and stakeholder problems. In doing this they take on and manage a great deal of risk, and in fact it can be dealing with this risk that provides excitement and challenges to the entrepreneur.

What kind of projects is an entrepreneurial project manager best suited to manage?

Entrepreneurial project managers should be put in charge of managing projects:

• with a lot of unknowns,
• that involve leading a small dedicated team,
• that need a strong vision to get to the end, that
• require a multi-disciplinary solution, that
• require a great deal of autonomy and problem solving.

If you want to develop a specific entrepreneurial skill set and attitude here are nine key characteristics of an entrepreneurial project manager:

1. Motivation

Self-motivation is key. An entrepreneur must be the one who gets out of bed in the morning thinking about the project and what the next steps are to make it successful. Being passionate about a venture, initiative or project is possibly the easiest way to be motivated as it will come without trying. Don’t be afraid to be passionate about what you are doing, and perhaps only select those ventures that you are truly passionate about to get involved with. Your motivation will spread to you team members and stakeholders.

2. Creativity

This is perhaps one of the more important characteristics of being an entrepreneur - you must be able to see creative solutions. Entrepreneurs work best dealing with solutions that haven’t been invented yet and solving these takes creativity. Don’t be afraid to think of many different possible solutions. Eliminating the less effective ones for whatever reason will leave you with a creative solution. Another tip I have learned is that creativity and curiosity go hand in hand. Don’t be afraid to be curious, ask a lot of questions and develop your knowledge about a lot of topics.

3. Vision

You must be able to see into the future and imagine what the end result may be. Perhaps more importantly you must also be able to communicate this vision to others to get them to see it, believe it and commit to achieving it as well. Being passionate about your vision will help in getting others to follow you. Your vision doesn’t need to specific, it can be a general outcome focused on success, whatever that means, with the details being filled in as you move along the project lifecycle.

4. Persuasiveness

Persuading people to believe in your vision and join in the pursuit of success takes skill. There are many ways to persuade people and you will have to appreciate that your team members and stakeholders may require different ways of persuading. Remember that you are convincing people to follow you in to the unknown so practice your influencing techniques.

5. Versatility

Being versatile means being able to demonstrate a wide range of skills, and not necessarily be an expert at any of them. In many ways, the entrepreneurial project manager needs to be a jack of all trades, and master of one – being entrepreneurial! You will need to have a working knowledge of technical solutions, financial matters, stakeholder expectation management, rules and legislation. Where you don’t have the required level of knowledge you will have to bring someone into the team who does.

6. Risk tolerance

Some people are naturally risk adverse and this is a great attribute to have in many projects. Entrepreneurs tend to be more risk tolerant and will generally rely on reactive rather than proactive measures to deal with risk. There needs to be a balance to make sure risks taken are reasonable, but the nature of entrepreneurship is to take risks and reap the rewards.

7. Flexibility

You must be able to move on from what you thought was a solution when it becomes inefficient. Learn to let go, and quickly move to the next solution. Don’t get hung up on one idea far past its ‘best by’ date. Realise that change is always going to happen, and you need to be flexible. When a roadblock appears, find a way to go around it, over it or under it, and if this can’t be done, then be prepared to reverse and find another path completely.

8. Decisiveness

You must be able to make a decision and live with the consequences. If it turns out to be a wrong decision you must be able to learn from it. Making a decision means being to take on board all the available information at that time and decide what the next course of action will be. No decision is ever set in stone and you should be prepared to change it if it doesn’t turn out to be the correct one.

9. Colloboration

A great entrepreneur knows their strengths and their weaknesses and will seek out people to fill in their weaknesses. They will usually seek out people with exceptional skills in these areas. An entrepreneurial project manager will assemble a great project team with the correct balance of skills, experience and attitude. They will also know how to train people, or move them on, who aren’t quite right for entrepreneurial types of projects.

So, if you have a high-risk project with some uncertainty in the solution and outcome, consider putting an entrepreneurial project manager to work.

To end, I would like to amend this quote I found online which I think sums up the role of the entrepreneur with just my own small change. The original quote reads “An entrepreneur is someone who jumps off a cliff and builds an airplane on the way down” (Reid Hoffman), I would amend it to say ““An entrepreneur is someone who jumps off a cliff and finds a way to fly on the way down”.

If you have any questions, comments or feedback please feel free to email me.