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Project Management for Humans
Helping People Get Things Done
Brett Harned
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eBook - ePub
Project Management for Humans
Helping People Get Things Done
Brett Harned
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Project managementâit's not just about following a template or using a tool, but rather developing personal skills and intuition to find a method that works for everyone. Whether you're a designer or a manager,Project Management for Humanswill help you estimate and plan tasks, scout and address issues before they become problems, and communicate with and hold people accountable.
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Informations
CHAPTER 1
Youâre the PM Now
What Is a Project Manager?
The Role vs. the Title
The Qualities of Good Project Management
Typical PM Tasks
The PM Is the Backbone
TL; DR (Too Long; Didnât Read)
I had the privilege to speak at Web Design Day, an excellent conference hosted by Val and Jason Head in Pittsburgh, PA, in 2011. Naturally, my topic was project management, and I spoke to a room full of designers and developers . . . with a project manager (PM) sprinkled in here and there. I knew the room was not full of âmy people,â and I was excited about it, because I firmly believed that PM skills were necessary for anyone to be successful in project work. I was up for the challenge and willing to take a risk, knowing that I might put some people to sleep. I made my presentation, which covered some PM basics, and was met with a positive response and a good number of questions. It was energizing!
After my session ended, I had a line of people waiting to introduce themselves, start a discussion, or ask a question. I was flattered by this until I spoke to the first person in line, who said, âIâve never worked with a good project manager.â
It was like he had shoved a rusty dagger right into my heart. Really hard. And it hurt!
I recovered quickly, and we talked about the expectations of PMs, how they could help him as a developer, and what their projects together might look like. At the end of the conversation, I decided that maybe the PM in question wasnât that bad. Perhaps the role and the expectations of that PM were never truly set. I offered my advice and asked him to have an honest conversation with his PM about whatâs needed from his role and how they could partner to make the work stronger.
I like to think that my advice helped and that an unknown, wayward project manager succeeded. I know that the conversation made me even more eager to champion the cause of digital project management and set some standards for the industry.
What Is a Project Manager?
Letâs state the obvious here: project managers guide and facilitate projects with a keen sense of budget, scope, timeline, staff, and all of the complicated places in between. No matter where they work, what kind of projects they manage, or what their title is, project managers are the men and women on the front lines of projects, defending their teams, clients, and projects from miscommunication, missed deadlines, scope creep, and any other failures. They champion the well-being of the people involved in their projects and look to make or facilitate strategic decisions that uphold the goals of their projects. Thatâs a hefty job description, and it requires a fine balance of managing the administrative details of a project and its people. While PMs are often lumped in the âbehind-the-scenesâ aspect of projects, to be highly effective, they need to be part of the bigger strategic project conversations.
PMs are not robots. They are not on your team just to take notes and make sure that youâre recording your time properly. Yes, they do work in spreadsheets and follow up on deadlines at possibly annoying rates of speed. But they are not the teamâs secretary. They are the project facilitator and sometimes the guiding force that makes important conversations, debates, and decisions happen. That means that while managing the operational side of the project, they also must be fully informed on the conversations that are happening on projects so they can drive action in the right direction.
There are so many intangible tasks and qualities of project managers that itâs not uncommon for people not to fully understand just what a PM does and if they need one or not. Hereâs the thing: you always need a PM, no matter what. That PM might be called a producer, account manager, designer, or even developer.
NOTE THE EXPECTATIONS OF THE ROLE
Anyone can be a project manager, as long as that person is clear on the expectations of the role. If youâre playing a part-time PM, be sure to discuss whatâs expected of you in the role and use some of the tactics in this book to guide your PM journey with ease.
The Role vs. the Title
There are many organizations that do not formally employ project managers. In that case, the project team absorbs the role of the PM. So, in this scenario, youâll find a designer or developer leading client communications, project planning, and any other necessary tasks taken on to keep the project rolling. Either way, itâs not about a title. Itâs about the fact that keeping up on the project is a necessity of getting the work done successfully.
No matter where you work, if youâre operating projects with deadlines and budgets, you need someone to manage them. Itâs very possible that your company has a well-established process and employs someone with those three all-important letters at the end of their name, like a PMPÂź (Project Management Professional) or a CSM (Certified ScrumMasterÂź). Itâs also very possible that you have an established process, but donât work with an actual project manager by title. Chances are, you work with someone who handles the PM-like stuff. Maybe she doesnât have the formal title of âproject manager,â but sheâs doing the job of a PM, and there is absolutely nothing wrong with that.
NOTE FORMAL PM TITLES AND TERMS
While digital might be new, project management has a rich history that dates back to the creation of the pyramids. Think about itâeverything is a project. However, it wasnât until 1969 that the Project Management Institute was formed. Since then, many organizations and practices have been formed to help project managers become better at their jobs. With that recognition came the creation of formal titles, certifications, and many variations of the role itself. If youâre looking for more information on the history of PM, check out www.projectsmart.co.uk/history-of-project-management.php.
Upon review of those points, you may decide that bringing in a part-time or freelance PM is a better route for you and your company. You can find these people all over the place, as the market for freelance project managers has grown significantly in recent years. Here are some things you might want to consider when bringing a capable PM resource onboard:
âą Every company works differently, so be sure to be clear about the expectations of the PM role.
âą Get your companyâs and projectâs onboarding docs or training together ASAP so that you can feel comfortable that they are fully up to speed on day one for the new hire.
âą It takes time to get to know a team and a new company, so be open to this new person and willing to answer as many questions as needed. It will make that person feel more comfortable and successful in the long run.
âą Make sure that the rest of your team welcomes the new person (and role) to the team and includes her in the project.
âą Introduce this person to your team and your clients in a way that makes her feel included, needed, and a full part of the team. This person will have great responsibility, so you want that to be embraced.
âą Provide access to tools, email, meeting spaces, and resources as you would with a full-time employee.
âą Have an open door policy so that the PM feels comfortable discussing issues with you.
What matters the most is that you clearly define the expectations of the role before dropping someone into it. Take time to think through what project management means to your organization and then identify the type of person you want to fill that role. That will lead you to success.
The Qualities of Good Project Management
No matter what your background or organizational makeup is, there are certain qualities that you must embrace and principles you should follow to do the job well. Sure, youâre going to have to show some interest in creating project plans, estimating projects, keeping the project budget intact, and facilitating great communications, but in order to really do a great job as a project manager, you have to keep your work organized and your teams informed and happy. This can be especially difficult when your budgets are tight, resources are overbooked, and client expectations seem to shift weekly. Thatâs the life of a project manager.
The core competencies of a good project manager are rooted in your ability to navigate rough and still waters with the same level of effort and ease. Itâs one part technical expertise and three parts emotional intelligence. Consider these core qualities for being a great PM, and check out the PM principles in Chapter 5, âCreate a Planâ:
âą Eagle eye for project issues
âą Clear, calm communicator
âą Empathetic
âą Adaptable and flexible
âą Curious
âą Invested in the work
Eagle Eye for Project Issues
Each project is unique and comes with its own set of goals, challenges, clients, team members, ideas, conflicts, budgets, and deadlines. Thatâs a whole lot to wrap your head around. Hereâs the thing: as the PM, youâre dropped right in the middle of all of those issues, so youâve got to have your finger on the pulse of everything. Youâre constantly concerned about the well-being of the project and the team, as well as the happiness of the client. Chances are, thereâs going to be a speed bump or two, and it will be up to you to resolve them. If youâre good at what you do, youâll spot those issues before they become big problems and handle them with ease.
Clear, Calm Communicator
Communication is a huge part of project management. Being transparent, direct, and very clear about important project information will make any detail or situation easier to handle. Itâs also important to let your own style and personality shine through in your communications when the time is right. The best project managers are true chameleons when it comes to communication. They have go-to methods and tools to help facilitate project communications, but when it comes to one-on-one conversations, they adapt to what will help them encourage the team, build relationships, prevent and solve issues, and even share difficult news.
NOTE MORE ON COMMUNICATIONS
Chapter 7, âCommunicate Like a Pro,â is all about good communication practices. Jump ahead to find better ways to communicate with teams and clients.
Empathetic
Conflict happens, and as a project manager you have to set your em...