Before the project actually gets underway, it’s critical that the right project manager be selected to run the engagement.  Whether this is a PMO director selecting this individual or someone else in senior management, there are many things to consider.  Experience with the customer, experience with the proposed solution, expertise in a particular technology, and even experience working with the proposed project team may all be factors that need to be considered when selecting the project manager who is going to run the show.

This is a very important step as even the qualities of this particular individual can have a direct impact on the outcome of the engagement. After all, many qualified people can do the mechanics of project management, but not everyone is a project leader. The technically competent person is not necessarily a competent project leader. A person may have the best logical and analytical mind in the group and yet lack the qualities that lead a project to a successful conclusion. Because the project manager must interact with many people (such as sponsors, senior management, client, and team members), it is important that that person have good “people skills.”  These skills include:

  • Active listening
  • Business orientation
  • Coaching
  • Communication
  • Conflict resolution
  • Cross-functional thinking
  • Customer orientation
  • Delegation
  • Facilitation
  • Mediation
  • Meetings management
  • Negotiation
  • Networking
  • Political savvy
  • Power of persuasion
  • Priority setting
  • Successful delivery of product
  • Team building
  • Time management
  • Knowledge of human resource management, procurement, and quality
  • Organizational

Meetings management

Depending on the type of organization you’re project managers and team members are coming from, there are some advantages and disadvantages that need to be acknowledged.  Generally were faced with either a Task structure or a Matrix structure.  Let’s look at the pros and cons of each…

Task structure advantages

  • Autonomous
  • Dedicated resources
  • Greater control over people
  • Greater decision-making authority
  • High visibility

Task structure disadvantages

  • Impacted by turnover
  • Less flexibility to adapt to changing circumstances
  • Threat to morale as project winds down

Matrix structure advantages

  • Access to expertise not ordinarily available
  • Flexibility in adopting to changing circumstances
  • Less idle time for team members
  • Fewer morale problems as project concludes

Matrix structure disadvantages

  • Conflict with other projects of higher priority
  • High stress due to conflicting demands
  • Less autonomy
  • Less control over people
  • Less decision-making authority

Some additional things to consider when selecting the right project manager for the engagement at hand…

  • What soft skills will this individual need to lead this specific project?
  • What hard skills will this individual need to lead this specific project?
  • What aspects of one’s personality will prove useful in leading this project?
  • Can this person provide a vision to the team of what the project is to achieve?

Summary

There’s no magic formula.  It’s not an exact science.  That’s why it’s not that uncommon to swap out project managers midstream on a project.  But it’s always unfortunate when it happens because it can negatively impact a career and it almost always causes a setback on the project – usually in both timeframe and budget.  Customer confidence and satisfaction can also take a hit until things turn around with the new project manager.  Getting it right the first time is always best.