A look at the practice shows that the need for “project managers” is increasing: almost all innovation or reorganization processes critical to success in Companys are now handled in project form. These are central to a specialist department alone Tasks less and less trusted.
- Increase the quality of project management
- The project management methodology
- Successfully navigate the project ship through the sea
- What needs to be a project leader?
- Colorful mixture of different interests
- What makes good leadership?
- Top books on the subject
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Increase the quality of project management
A second look into practice shows that the quality of project management has to be increased, because reputable sources estimate the added value losses due to unprofessional project management in German companies at hundreds of billions!
The reason for this also lies in the two typical entries into a project managementCareer. Either you are interested in a topic, show a high level of commitment and Commitment, is very familiar with Office software and has “already worked on projects” – you’re already a project manager! Or you are already a manager and initiate Team, department or area in which “something new” is to happen – who else but this manager can become the project manager?!
The project management methodology
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Then the project management methodology begins: activities and work steps are entered into the software, milestones are determined and appointments are assigned. The result is an overall schedule, which allows the walls of the office to be papered effortlessly.
Once these plans are up and running, then they are valid. Pure planned economy prevails: A mechanistic understanding of planning in which People, their interests and the unexpected have little space. That projects are run by people in organizations, that is Behavior, attitudes and group dynamics also belong to fulfilling the project requirements is unfortunately almost completely ignored.
Successfully navigate the project ship through the sea
But it's a truism: Project management standards, and good knowledge of them certified, are not enough to make the project ship successfully to steer through the sea.
Leading projects is a challenging task for which it is specific Competencies needs that far beyond that Background go beyond what the customary project management certifications certify.
What needs to be a project leader?
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So if "sliding into" a project career is the norm and belief in methods is so high, then I think it's good to have clarity about the job as a manager in the Projects to have before embarking on the great sea of project work.
Because: Concepts that are successful and proven in the line cannot simply be applied to the Guide transferred in the project, because project management differs in essential points from management tasks in the hierarchy. The specific framework conditions in projects are different.
Colorful mixture of different interests
Project captains are traveling with a motley team. Differences already existing in the company between the organizational units meet even more directly in the project.
Conflicts of interest and power create a higher conflict potential than in the parallel line organization.
- Part-time employment in the project: Team members may work in parallel in other projects and / or in the specialist department. This can lead to a fight for resources, because the “smart minds” are not only needed in the project, but also in day-to-day business. This can go so far that the project captain is only provided with "dispensable" line staff who may not have the necessary skills. The best horse from the stable comes into the project, which can be synonymous with the horse that makes the most crap.
- Content and time limit: The project team starts at a certain time and works on a specific task for a limited period of time. The project content, costs and deadlines require a special result orientation under time pressure. The project manager is often only active for this one project in the management position and otherwise as a project employee or in his department.
- Lead up and down: The project captain also controls the committees of the project, ie the client. He has to lead upwards and make sure to get the necessary decisions from the shipowner. This requires political sensitivity, intensive work in advance (stakeholder management) and effective micro-politics. On the other hand, the leader in the project acts down; she has to direct the team and bring the project to a successful conclusion. This is a balancing act between sometimes conflicting interests.
- Lateral guidance: Project captains are usually not equipped with all disciplinary management tools like the managers in the hierarchy. So-called autonomous projects with disciplinary leadership by the project manager are rather rare. The standard is that disciplinary leadership remains with the line manager. In these projects, the project managers lead “laterally”, that is, both as a colleague and in terms of time and content, to the project task. This means that there is only a limited repertoire available to them.
What makes good leadership?
In the next steps, I will introduce essential points for this:
- What makes leadership special in the project
- Why successful project management needs more than just the mastery of methodology
- What makes successful project captains
Top books on the subject
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