Hi there,
After having been an IT project administrator for a year, I have recently moved into a project management role. I have learnt so much over the last six months, and I still have a lot to learn!!
The one thing I am really working to improve at the moment are my assertiveness and negotiation skills with both my internal project team members and with clients.
A few of my observations that I've noticed so far are:
1. I seem to let my lack of IT knowledge get in the way of asking questions to my internal team members (basically as I don't want to come across as 'looking the fool')!!
2. I am only the young age of 23 and so I think I feel it dififcult to negotiate with 'my elders'!! and having to manage my internal team members who are all older than I am.
3. In today's working world, we seem to use email a huge part of our communications/day to day project management. Obviously email communication trails are very useful; however, I find it hard to call my clients to talk about budgets, project delays and of course change requests for out of scope requirements...
It would be great to hear from anyone who has overcome any of the above or who feel they can offer my some advise!
Look forward to hearing from fellow Ganttheaders! :-)
Remember that assertiveness does not mean aggressiveness. Also, as a new PM you'll likely have to fall back on persuasion rather than the authoritative approach. You do not need to know every technical detail of a project to manage it effectively. That's what you have a team for. You do need to know enough to call a rat a rat. Teach yourself how to ask questions in a non-threatening and non-accusatory manner. Also, learn who your ultimate authority and whether or not you actually have any authority. Saving Changes...
Remember that assertiveness does not mean aggressiveness. Also, as a new PM you'll likely have to fall back on persuasion rather than the authoritative approach. You do not need to know every technical detail of a project to manage it effectively. That's what you have a team for. You do need to know enough to call a rat a rat. Teach yourself how to ask questions in a non-threatening and non-accusatory manner. Also, learn who your ultimate authority and whether or not you actually have any authority. Saving Changes...
Remember that assertiveness does not mean aggressiveness. Also, as a new PM you'll likely have to fall back on persuasion rather than the authoritative approach. You do not need to know every technical detail of a project to manage it effectively. That's what you have a team for. You do need to know enough to call a rat a rat. Teach yourself how to ask questions in a non-threatening and non-accusatory manner. Also, learn who your ultimate authority and whether or not you actually have any authority. Saving Changes...
I have no idea how I triple posted... sorry about that!! Saving Changes...
First thing first: Congratulations! The field of IT Project Management is very exiting and even rewarding! ?
To your concerns:
1. Lack of IT knowledge. The role of the PM is to coordinate the various resources needed to accomplish the project’s objectives. If the PM has also expertise in the problem domain that the project will address it is, of course, better. However, the PM should always involve the subject matter experts (SME) in the project activities. One of my mentors made a very good parallel between the PM role and the orchestra conductor’s role… Another thing to remember is that there are no stupid questions, only stupid answers (as one of my colleagues put it).
I would get the team together, explain to them that because your level of expertise in the project’s particular domain is limited I have involved them, the experts who in turn will have to clearly explain to me what they want to do to and why. I would also explain my role as decision maker to facilitate their work, as well as the other resources needed to accomplish everything that the project is expected to do.
Working with a technical team lead will help with selecting a solution, work estimating, issue resolution, etc. verification of quality of work as well as the work completion can be done by putting yourself into “the customer’s shoes” and asking for test results, walkthroughs, rationale for the status of work remaining – “why?” is a very good question!
One last thing: make sure that roles and responsibilities are clearly understood and agreed! For instance, the technical lead / SME role will not be just to voice opinions. The SME will be responsible for the solution chosen, estimates, evaluating work, etc.
2. Age differences in the team. This is not the only difference you will face… personalities, work habits, culture impact and so on. The team should have at least mutual respect. Everybody has a role, a skill set and responsibilities and arguing ideas and options has nothing to do with age, cultural background, etc.
3. Communication. Can be formal or informal according with the situation at hand… Face-to-face meetings are the best but are time consuming so one can plan them to be effective and efficient (discuss based on an agenda, topics that really require the team to be together, have meeting rules, etc.) It helps to follow up an email that might be too dry with a phone call, to avoid long email chains (if you see these long chains happening it is a sign that there is a need for a face to face to eliminate misunderstandings, to better negotiate an issue, etc.)
Saving Changes...
The fact that you have the courage to ask this question says a lot about you as a leader - all good. My tips to you are simple notes:
re: technology - as PM you need to first be/come skilled as a manager & leader of people, and second, be/come skilled as a manager of the various project processes ... you do NOT have to be skilled technically. So first, be OK with your lack of IT knowledge - your team may need those skills, you as their leader/manager do not.
re: negotiations - it may help to remember that when you're negotiating, you're not doing it for you - you're doing it a) to get the resources/decisions your project needs so that it can deliver the business need, and b) you're doing it to make sure your whole team is realistically able to be successful in this project. So really, you're negotiating on behalf of the business need, and of your team. The second thing is just stay focused on facts - have the right facts & information in front of you (yes, I know sometimes it will be more guesswork & estimations), keep the conversation focused on those facts, and then the negotiations are more about your interpretation of the facts, the story they tell e.g. "as you can see, we're running at a 20% shortfall in resources...if this continues, I estimate this project will come in 20% - 1 month! - late ... so I'm asking you to immediately assign Bob to our project on a full-time basis for the next 2 months which will allow us to catch up on lost time & get back on track so your business need gets met as you wanted it."
Do be willing to ask lots of questions, maybe more outside project meetings than in them e.g. invite people to lunch, one-on-one or in small groups, and ask them a bit about their jobs/their work - maybe even ask them what they think you need to know about their jobs/their work ...so you can connect with them in a less-intense setting, see them more as people (not older, or more tech), and get a better feel for what may/may not be important for you to know .
Keep doing what you're doing - you're only 23 and here you are, a leader of people. Do keep asking these kinds of questions, read books/listen to tapes on leadership, and ask for help from people who've done it.
Last - trust your instincts ... because they're good! "Act as if" you're already confident in this new role, and you'll become confident.
I wish you all the best - pls let us know how all these responses here work out for you. Saving Changes...
Selva Saravana PuvananthiranDelivery Lead Senior Manager| Accenture Solutions Private LimitedChennai, Tamil Nadu, India
First of all, Congratulations on your new role as PM in this very young age. On the negotiations front, I would strongly recommend the following:
1. Home work
Work out the details of what you are going to negotiate before hand and collect all (or most ) of the relevant details
2. Rehearsals
Try to work out some mock sessions with your friend, neighbour or in front of a mirror.
These two might help you gain confidence when you go see the business/vendor etc., for negotiations...
Sometimes, it is like preparing for an interview....
I am exactly in your situaion, even though I have been learning Project Management for six months now - I got my own project last month.
The same questions are actual for me...and I can tell you what I do - please let me know, if you got better ideas (the experienced people).
1. I see it as an opportunity to not have the technical knowledge. I am Biomedical Engineer and do lack IT knowledge. I am PM in an IT company. This gives me the best opportunity to only focus on learning the managerial and leadership skills I need. That is what we need. The technical aspect you have the business analysts and SMEs for.
2. Dont look at the age. I am 24 years old and the average age in the department is like probably 45-48. The company have you trust in you and they point you as leader. We have to be confident and act as leaders. But due to the knowledge and experience of the employees, we need to act like facilitators as they car handle things pretty good. No need to give them directions. Let them know - that you appreciate their work and really depende on their performance, as they may feel good about it. And it will also give the relationship another edge - more respect I would say.
3. I know it is difficult - but we have to trust on our instincts. Be confident and do as most reasonable. Dont fear the customer, be transparent - tell him about the situations and eventually escalate matters to your boss, if you cant get the things through. Setup a meeting with your client, e.g. 1 hour a week and go throug the status there...inform them in good time or make them aware of the facts - you just cant change or ignore - which will affect the project.
Could be good, if you share some of your experience too... :) Saving Changes...
Dave PriorTrainer/Consultant| LeadingAgileNew York, Ny, United States
I think the rehearsal suggestion below is a great one. Anything you can do to put yourself in a situation where you can practice managing the stress that comes from having to negotiate, and lthinking clearly on your feet will definitely help.
I'd also suggest reading the book "The Art of War", but try to look at it not so much as a book about war, but as a book about negotiation. The practices apply whether you are in battle or a simple debate.
Good luck Saving Changes...
Sharon EdgarProgram Manager| Rabobank N.A.Rocklin, Ca, United States
Congratulations Lucy, you've accomplished a lot in a short time. Here are some ideas that may help:
1. Learn to Question/Brainstorm. Practice questioning and brainstorming techniques to utilize the knowledge your team members have. It's not your lack of knowledge that will bring you down - it will be what your team didn't consider or plan for. When someone comes in with a ready made solution or way of going forward that you have to rely on, always ask why it's the best and what other options are available. Also - don't apologize or act hesitant when asking them to give more details or to put it in layman's terms. If they can't explain it simply then they may not have fully thought out the details
2. Find a Mentor. Age is not the factor here - what will be is a lack of extensive PM experience. Those who have walked the path before you can be a valuable resource in avoiding pitfalls and helping you through specific issues that bog you down
3. Reach out and touch others. I'm with you - I prefer email because it's so fast and easy. I am rarely on site with my teams and have to force myself to remember that email is not always the best tool, particularly in cases where I need to manage a team member. Try these techniques - a) pick your best times of day to make your calls b) try not to call when you're upset (and never email when you're angry) c) make a quick bullet point list of what the call needs to cover d) call first and then summarize in a follow up email for documentation on agreements
And I always tell new PM's to remember there's a reason they selected you, so it's up to you to keep trying until you find what techniques best suit your personality. Assertiveness is difficult, particularly for women, and can only be developed by doing what you dread. Just keep learning new techniques and practicing until you've gained some solid skills. Saving Changes...
