PROJECT MANAGEMENT- IT'S ABOUT THE PEOPLE, SILLY!
By J. Paul Rockwell
Anyone who has been tasked with managing or leading a project has surely been exposed to
some level of structure and approach, whether based on the concepts in the Project
Management Book of Knowledge (PMBOK) or some other set of concepts and tools. While the
importance of a well planned, well structured project is not to be underestimated, the key
to successful completion requires an additional level of insight that is not as cut and
dry. Remembering that the projects are about people can spell the difference between
mediocrity and excellence in team performance and project outcomes.
Project management software, charters, scope documents, budgets, etc are all vital and
necessary parts of a well-run project. As project managers we strive to ensure that we have
all of our ducks in a row, are able to measure progress against timelines and milestones
achieved, while being ever vigilant of risks to our projects that are looming on the horizon.
We see our roles (at least we should) as enablers. It is necessary to see the impediments
to progress before everyone else does, and take steps to remove them. We fret over budgets,
logistics, status reporting, issues lists, etc. and that’s OK. It is, after all what we
do. Organizations expect nothing less, and nothing less is required to bring a project to
successful closure.
Is “successful closure” really enough? If we’ve done our job, we have an agreed-upon set
of criteria to define success. Usually this set consists of some measurable or readily
quantifiable improvement in workflow, cost savings, or other numeric values. Wouldn’t it be
great if we could raise the bar? Let’s have excellent projects with excellent results!
Often, the difference is one of perception, and that perception, the difference between
successful and excellence can only be attributed to one factor in the complex equation that
is a project; the people involved.
As project managers, toiling over our work plans, we must strive to never forget that the
columns headed “FTE” or “Human Resource” refers not to automatons that do the bidding of the
organization, but to people. Likewise the stakeholders, sponsors, users, etc. We have so
many names for these people that we can easily overlook what they are; people. If we can
take a moment to remember that every day, especially when we are faced with potentially
confrontational and challenging situations, we can keep our projects on a positive footing
and win the support of even the most recalcitrant participants.
When faced with a “difficult” person within your project team, set aside your mantle of
authority for a moment and try to find out what exactly is bothering your team member. Aside
from a myriad of potential personal issues that could be contributing to the negative
behavior, there is the possibility that some aspect of the person’s role doesn’t fit them.
Maybe they lack training or feel under appreciated or slighted in some way. Showing care and
concern to your team members validates for them that you see them as human beings, not human
resources. Empathy and flexibility, wherever you have the opportunity to provide it, more
often than not will come back to you ten-fold in honest communication, increased productivity
and creativity. You can tap into that pool of talent and ideas lying just below the surface
of nearly every person by providing an environment where they can feel safe to offer
creative thought, rather than reporting to work, doing as they’re told, and going home
uninspired and unmotivated day after day.
So, how do you handle the “difficult” project stakeholders, users, and others? Take a
moment to put yourself in their position. Do a little digging. Find someone in the
organization that can give you a history lesson. Make and take the time to listen to those
who seem to be going out of their way to impede progress, either by incessantly complaining,
by not offering their input, or by withholding crucial information. They are signaling
their need for special care and feeding. They need attention. Listen to them because they
may well have valid points that have been dismissed in the past. They may feel slighted
because they aren’t receiving enough communication. These are things that we as project
managers have the ability to influence. Not by using or applying some scientific concept,
but by doing what we most of us do, which is both simpler and and the same time, far more
complex. We must deal with human beings as people, as individuals who deserve the dignity
of feeling their role in the project and in the organization is critical to success. This
brings about a sense of ownership among the organization as a whole. Once that is achieved,
the project manager can tap into a wellspring of support. After all, no one wants to own a
piece of the mediocre project. Everyone prefers and wants to be associated with
excellence.
Gentle persuasion, diplomacy, and a genuine human approach can go a long way toward
neutralizing negative behavior that threatens the outcome of a project. In some cases it
can turn impediments into avenues of progress. It is, after all, people who will ultimately
decide the success or failure of any project. You can have the best laid plans ever put
together. You can have the best charter, the most well-defined scope document, the biggest
budget imaginable. So what? People: without their effort and support, your project will
fail. This is an absolute fact. It follows that all level of success, the real and
perceived quality of your projects and their outcomes is dependent on those same people.
All project managers would do well to never forget “It is all about the people!”
If you have questions on this topic or would like further information please contact us
at (610) 444 1233 or vcs@getvitalized.com. We can
also be found through our website www.getvitalized.com.