Having managed several high visibility Projects and having mentored hundreds of Project Managers, the key difference between a failed Project and a successful Project is helping the constituents keep the end in mind. (Thank you to Steve Covey for this Principle.) That means keeping a laser focus on what we know, and providing a method to manage what we don't.
PMI compliance is a great framework, but just because a Project Manager holds a professional certification *does not* make her an effective communicator. Have you ever noticed a PM who is constantly in his office, playing and wrestling with software, graphs and spreadsheets? An effective PM is not simply a project "bean counter". To be effective means breaking complex projects down into a series of clearer jobs, making sure people stay engaged and productive, and allowing the people who are doing the work to provide input into realistic estimates.
Of course Projects rarely (if ever) go as originally planned. All constituents become aware of good ideas, become distracted by other initiatives, or simply lose focus. That means that interim products must be frequent, finite and visible, that there be an effective mechanism and "budget" to manage change, and that acceptance of products is periodic and incremental. It also means that while every Project has an abundance of Risk, that Risk properly managed becomes an early warning mechanism for the Project Manager to reduce or eliminate *Project problems".
Advice to my Project Manager friends? Save the software and reporting for outside core hours. Be present with your Project Team and Clients during their productive hours. Risk is your friend, so block out time to consider and plan mitigation strategies.
Einstein said the insane person does the same thing over and over, yet expects a different outcome. Here's to (re)gaining your sanity as a Project Manager!
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