In my article “The Characteristics of the Project Manager,” I began what ended up being a five-part series and still probably needs a final summary article – assuming I’m done and have no more characteristics to share…which I probably do.
I’m always open to new and different information as well as different opinions on information I’ve already provided so far in articles on the PM Tips site. That’s why I’m presenting this excerpt from Gary Heerkens’ book entitled “Project Management.” It covers what he considers to be the overall skill requirements of a project manager. It’s not exactly the same concept as the characteristics of a project manager, but it’s close.
Skill Requirements of the Project Manager
To fulfill the responsibilities of the role of project manager and handle the challenges you’ll face, you’ll need very diverse skills and a wealth of knowledge. So what knowledge and skills does it take to be an effective project manager?
There are many ways to slice up this pie. The way that makes the most sense to me is to break it down into four major knowledge and skill categories:
- project management process skill
- interpersonal and behavioral skills
- technology management skills
- desired personal traits
Let’s examine each in detail.
Project Management Process Skills
Project management process skills (sometimes called the “hard skills”) are knowledge and skills related to the mechanics of project management. You should be extremely knowledgeable about project management tools, techniques, and process technology and be able to apply them. For example, you should be know how to prepare a comprehensive customer requirements document, construct a network diagram, and construct a work breakdown structure. Without these skills, you’ll find it very difficult to coordinate and facilitate the creation of a high-quality project plan and to maintain control during project execution. Also, since these skills are a basic expectation, you can expect to encounter problems of respect from your team members if you’re deficient in this area. As mentioned earlier, this skill set is the main focus of this book.
Interpersonal and Behavioral Skills
Since managing projects is all about getting things done through other people, your skills in dealing with people are of immeasurable value. Closely tied to your interpersonal skills are your behavioral skills: your personal conduct, style, and approach. Together, these two skill sets are often called the “soft skills.” Here are some examples of soft skills:
- team and individual leadership
- oral and written communication
- conflict resolution
- negotiation
- influencing
- delegating
- coaching and mentoring
For individuals coming to project management from a highly technical background, soft skill development can be particularly challenging. Later in this chapter we’ll discuss methods for developing these skills.
Technology Management Skills
Most projects have one or more embedded technologies. An embedded technology refers to the process or technology areas at the core of the project. Examples might include software development, chemical processing, or commercial construction. Your ability to guide and coordinate the application of these technologies is crucial to your success as a project manager. If you’re like Brad, you’ll probably have sufficient knowledge and skills in the primary embedded technology of the project.
However, it’s likely that there will be several technology areas associated with your project. Although they will differ in focus, the process steps and related skills involved in managing their successful application will be similar.
Among these technology management skills are the following:
- proficiency in project’s core (primary) technology
- proficiency in supporting technology areas
- industry knowledge
- ability to prepare comprehensive technical specifications
- design skills
- product knowledge
- process knowledge
- management of the intellectual property
- patent knowledge
Desired Personal Traits
Many studies have been performed to correlate personality traits to success as a project manager. Although each study reveals slightly different results, the traits shown in Figure 3-1 appear in most. Possessing these traits will stand you in good stead in your role as project manager.
- Honesty and integrity
- Thinks like a generalist
- High tolerance for ambiguity
- High tolerance for uncertainty
- Persuasive
- Assertive
- Process-oriented
- Self-aware/reflective
- Open and accessible
- Politically astute
- Decisive
Of these personal traits, I consider the following four to be among the most critical.
1. Thinks like a generalist—Project managers must always be thinking in terms of the big picture. This can be a challenge for those who are accustomed to focusing more narrowly. Although this trait certainly requires knowledge in many different areas, what’s crucial is that you must pay attention and care about everything and everybody.
2. A high tolerance for ambiguity—This competency will be particularly challenging if you’re technically oriented. You’ll often receive mixed signals or contradictory data. You need to develop processes for finding truth and narrowing down inputs without getting frustrated. This will probably not be easy for you.
3. A high tolerance for uncertainty—As with ambiguity, this is particularly challenging if you’re entering project management from the technical arena. Most technically oriented people are accustomed to precision. As a project manager, the norm is to make many decisions without sufficient information. You must condition yourself to making decisions that are only acceptable, not perfect.
4. Honesty and integrity—Although obvious virtues, these traits are worthy of specific mention. Whenever studies are performed on the traits that people most admire or desire in leaders, honesty and integrity always rise to the top. One of the best behavioral traits for a project manager is to be known as doing what you say you’ll do. Closely related is the issue of integrity, having a reputation as someone who will follow principles, even in the face of adversity or temptation.
Together, the combination of hard skills, soft skills, functional competencies, and personal traits compose the raw material for your overall capability as a project manager. But how should you develop that capability?
Skills that are somewhat mechanical can be learned or developed through self-study, reading, or facilitated training and practice. Many of the hard skills fall into this category. However, as you migrate toward the soft skills, the preferred mode of development moves from programmed learning to coaching or mentoring. Here, soft skills are best developed through observation and feedback from others— preferably those in a position to do so.