Critical Success Factors Of A Project Manager

Project Management Experience—This is one of the key differentiators between a successful and an unsuccessful project manager. The manager must understand the fundamentals of managing projects, from team dynamics and problem resolution to project schedules. While formal train- ing is important, there is no substitute for experience, and on a large or critical project, only managers with prior experience on successful projects should be considered. Note that “successful” was italicized. It is true that project managers may learn valuable lessons working on failed projects and that they can frequently transform those lessons into successes on the next endeavor. However, to minimize risk on mission-critical projects, proven success is desirable. 

Ability to Gain Consensus—More than any other member of the team, it is the leader’s responsibility to resolve differences of opinion. This requires an understanding of both general problem-solving techniques and what motivates individual team members. While technical skills may have been responsible for promotions earlier in a person’s career, interpersonal skills are essential for successful project managers. 

Ability to Conduct Meetings—Since meetings are typically the forum for accomplishing much of the team’s work, the leader needs to know how to run effective meetings. This includes establishing and publishing an agenda prior to the meeting, and ensuring that the meeting stays on schedule and that the correct players are invited and attend. While some of the respon- sibilities may be delegated—for example, a timekeeper may be appointed to ensure adherence to the agenda—the manager has overall accountability and is normally the person who conducts meetings. 

Verbal and Written Communication Skills—Project managers are normally the day-to-day spokespersons for the project. As such, it is important that they be effective communicators. They may be called upon to present the project to senior management or to workers on the assembly line and should be comfortable in either situation. They must also ensure that all decisions they or the team make are fully documented. Note that during meetings this responsibility may be delegated to a team member, typically called a scribe or recorder, but that the manager is still accountable. 

Respect—It is important that the project manager be well regarded through- out the company. As one of the project’s two primary spokespersons (with the champion), the manager must be recognized as an employee whose opinion is valued and whose skills are unquestioned. “Personal influence” is a key characteristic of successful project managers.