The Project Management Institute reports that there are more than 15,000
certified Project Management Professionals (PMP) working in the country
today. In addition to a knowledge of software and systems, these professionals
must have the ability to lead people to achieve results. A project leader
must gain the support of management and staff from various functional
areas to bring a project to a successful conclusion, and that requires
a variety of human resource management skills.
Just as supervisors and functional managers must be able to energize
and motivate people, so must the project manager be adept at this with
people from a variety of functional areas. Members of the project team
must be committed to getting their portion of the project completed
on schedule while doing their normal work.
When forming a team, choose members based on what they can contribute.
That contribution should be publicly recognized so that each member
of the team feels valued.
Motivational barriers can exist in any company. They must be addressed
and resolved in order for the project team to function productively.
If an employee is dissatisfied with company policies, their supervisor,
salary, relationships with peers or job security, these items may get
in the way of getting the work done. Satisfaction can be increased with
positive motivators such as recognition, achievement and advancement.
J. Davidson Frame, in his book The New Project Management, lists
strategies that will help keep members of a project team on track. These
are also good suggestions for general managing, but are particularly
necessary when working with cross-functional teams.
Productive meetings help ensure clear communication. They should have
solid agendas, good time management and a genuine purpose.
Rewarding good behavior could include letters to superiors regarding
an employee's outstanding work, recommendations, lunch or dinner—possibly
with spouses—and public acknowledgement. Simple thanks and positive
feedback show appreciation for work done. Helping do the dirty work
with team members shows your willingness to work with them and your
commitment to get the work done. These fit closely with the personal
touch. Acknowledging personal occasions like birthdays and anniversaries
shows an interest in people as individuals. Take care that this is sincere
and not viewed as patronizing.
There are a couple of cautions in leading a project. When problems
arise, do not publicly criticize people or blame the team. These destroy
the credibility of the project manager.
It is important to be accessible to all involved in a project. Even
with good communication, gaps in understanding will occur. Access helps
people get what they need to continue making progress. A good communication
plan includes planning who needs what information and when and how it
will be distributed. Routine communication on the project status will
build confidence and reduce confusion. Good communication also helps
empower members to make decisions.
Everyone likes to celebrate. It is valuable in maintaining energy and
support for a project. As each milestone is reached, use it as an opportunity
to recognize people. Progress helps people look forward to the project's
completion.
With a sincere effort to communicate, motivate and celebrate, project
managers can move teams to completion of even the most daunting tasks.
Use project management as an opportunity to refine leadership skills.
Michael W Newell. Preparing for the Project Management
Professional Certification Exam. New York: AMACOM (American Management
Association), 2001 and J. Davidson Frame. The New Project Management.
San Francisco: Jossey-Bass publishers, 1994.
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Authored by: Kevin Baiotto, Business and Industry
Specialist, University of Missouri Extension
Source: Creating Quality Newsletter, Volume
12, Number 11, November-December 2003
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