Project management - more than tools: Lead & direct instead of managing

Projects successfully to lead is above all: management on the verge of chaos! Because things can change fast change. For such imponderables you need a good captain.

Craft and attitude

Unpredictability is one of the core characteristics of a project. It is in the nature of a project that Set change in the process that members Team change, deadlines are overturned or the market makes new demands.

Of course, a successful project manager should master the basic craft and be able to manage the project process using the usual methods and tools to plan, document and visualize.

The project leader as foreign minister

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But there are also Guide, Communication and staging the project is based on something else as well: on an attitude that is alert, focused and confronts the project's inherent uncertainty with nautical serenity.

The project captain has an important task as foreign minister if he Projects with impulses and information from the Companys provided. While the project team focuses on the inner task, i.e. the factual and technical Solution of the project assignment, the project manager is busy identifying the processes and people that are outside and relevant to the project.

Transparency and teambuilding

The project manager goes into the company and clarifies the project environment and the feasibility of the project idea. He finds in the many-voiced choir of the representatives of interests the ones with which he wants to communicate actively, intentionally and influence, and then goes into project communication micro-politically.

Internally, the project manager, through his leadership behavior, ensures that the project team is transparent Sinn and context arise and uses the existing group dynamics and occurring resistors to achieve the goal.

Use tools effectively as tools

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Anyone who acts in this way no longer abuses planning tools and PM models to eliminate the complexity, but uses them as a tool to effectively control the project.

Above all, he shows an attitude that is characterized by curiosity, risk awareness and the willingness to make decisions even in unclear situations.

Decide the indisputable

Leading means supplying the undecidable decide, is the apparent paradox that we owe to Heinz von Förster. Because what can be decided has already been decided, already regulated in the form of job descriptions, “razor-sharp” interface papers, instructions, rules of the game and agreements.

Therefore, a project manager who wants to be effective addresses the questions that are not already a rule, he turns to the undecidable decisions.

If checklists are no longer enough

The Appear makes undecidable decisions clearthat a complexity limit is exceeded from which Behavior and progress of a project can no longer be precisely calculated and planned, but can only be forecast and controlled according to the situation.

There is none Checklists more to hold on to. A manager with an undecidable decision is confronted with can ultimately only fall back on experiences from comparable situations.

The risk of making a wrong decision

The manager in an ambiguous situation must make decisions on the basis of forecasts and comparison with their experience. She always takes the risk of making the “wrong” decision. Because which Alternatives In the case of an undecidable decision, she cannot know which one is really "right".

Effective project captains can open Ask ask and actively listen, they master process management, the control of group dynamics and the lateral leadership of temporary teams.

Characteristics of successful project managers

The successful project captain differs from his colleague in four main points, who rely solely on the power of the tools and Method puts:

• He works with descriptions rather than starting from an “objective truth”.
• He thinks in alternatives rather than looking for clear solutions.
• He focuses on networking instead of linear causal chains.
• He decides the indecisive decisions, rather than deciding in unexpected situations.

Mastering these levels of demands confidently is the big challenge. That is exactly why I like to speak of the supreme discipline of leadership in the management of projects.

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