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By Olaf Hinz (More) • Last updated on October 03.08.2023, XNUMX • First published on 27.06.2013/XNUMX/XNUMX • So far 6376 readers, 1437 social media shares Likes & Reviews (5 / 5) • Read & write comments
“Project manager in 3 days - How to get your projects under control!” - This and similar label fraud has been found in the project management consulting market for over 15 years - bold promises, certified standards and a host of tools and methods.
And indeed, project management is a highly methodical one Discipline and cannot hide her origins in engineering. One thing is clear: every project captain who Success wants to have, must be methodical Basics know and master.
A filled tool kit is the necessary condition for good project management.
The project team is made up of technical experts. The members often come from different locations and departments Organization. Sometimes there are also different hierarchies in the project team.
Then clerks sit next to them Developer, the head of department Accounting in addition to the personal advisor to the Marketing Director, who may all be used to a different management style from their work or cultivate it themselves.
But be mindful of a blue-eyed and mechanistic application. My advice is to use planning tools and checklists as what they are: methods of support.
Because if you know the contents of several cookbooks and have the latest kitchen appliances at your disposal, you can't do twelve people Society with a multi-course gourmet menu satisfied . provide
But only who is the step to the real Guide and not only to manage projects, also meets the sufficient condition to be a successful project leader.
The mastery of tools and tools must be supplemented by the internal attitude of a project captain - through the effective handling of conflicts, demotivation, change of plans and team dynamics. It is about the factors that enable effective leadership and effective decision making under uncertainty.
Successful project managers go beyond the attitude of seafarious composure into the organization. Awakening and cooperating, they form coalitions, juggle with different interests and take care of the progress of the project.
As a man on the bridge, a project captain benefits from his wealth of experience and methods. He knows he's upcoming Problems out of the situation itself and cannot regulate in advance.
Therefore, an experienced sea-goat never speaks pleasantly of a gathering storm, but does not immediately call everyone on deck and as a precaution distributes life-jackets. Rather, he expects bad as well as good weather and has the condition and functionality of the life vests already checked in advance.
The Term serenity as a seaman describes a special inner attitude: recognizing that things can go differently than planned and that reality is not linear but highly complex.
It’s about saying goodbye to “if-then” thinking. The old categories of right and wrong are replaced by appropriate and useless. For a project manager, that means always in Alternatives to think and to understand plans as a possible course that can be adapted and changed at any time - and to represent this to the project staff!
A seamanship-enabled project captain is light-awake, focused, well-prepared and using project and project management skills - but always as a person and not as a functionary of any management school.
Those who, with their professional common sense, include project surprises from the outset instead of trying to calculate them away using methods, take away any fear from them and confront them for surethat the project workflows are still useful.
This is exactly what the project manager is paid for. Because plans could also work out a machine!
This is often lamented by inexperienced project managers. In the end, the hierarchy is always powerful, they say, because they can distribute rewards and impose sanctions. If it comes to contentious situations, one is subject in most cases.
However, experienced project captains also know that they do not have to complain about the lack of disciplinary power if they are actively involved in leadership Personality put.
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Olaf Hinz was Peer Steinbrück's office manager and now guides managers through challenging waters. Olaf Hinz advises and coaches experienced managers and project managers who want to manage effectively beyond tools and checklists. As a self-confessed Hanseatic, he guides his customers through challenging situations and supports them in fulfilling their tasks with nautical serenity. Before he started his own business, Olaf Hinz worked, among other things, as the office manager of Peer Steinbrück, at that time Minister of Economics in Schleswig-Holstein and personnel manager / project financier at LB Kiel. He publishes regularly on key aspects of his consulting topics and has written several books. More information at hinz-wektiven.de All texts by Olaf Hinz.
Great post!
I do not know about you, but the rumbling lie that happens to most executives makes me pretty angry!
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