Prioritizing the Human Side of Project Management

Projects fail. A budget is blown, a deadline is missed, or a new product is unveiled to lackluster customer enthusiasm. There are varying degrees of failure and lots of reasons why they happen. But one common thread – poor communication – is well within a project manager’s control.

Projects succeed or fail because of people. It’s the human side of a project equation, rather than the technical side, that offers the greatest project risk. Yet most PMs and the organizations they work for are focused on processes and methodology, often falling into their roles because of strong technical skills. People skills (communication and leadership) are treated as an afterthought, to the detriment of the team and project.

A PM’s people skills enable them to effectively work with key stakeholders in the planning stages of a project, as expectations are being set and tied back to the organization’s strategy. These same skills enable PMs to interact well with team members as the project progresses, keeping information and motivation flowing.
 

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Three people skills project managers need to ensure project success:

1. Communication. Project managers are critical to the flow of information that keeps a project on track from start to finish. An effective PM must not only understand how their project is linked to the strategy of the organization but also be comfortable discussing these things with stakeholders. Are expectations in line? How will a project issue or change interfere with outcomes and thus impact that strategy?

   As leaders, PMs are also integral to creating work environments where everyone on the team knows what’s going on, why, and their role in making it happen. Changes are communicated. Concerns and feedback are shared respectfully. Mistakes are freely admitted.

2. Accountability. On a project team, each member has goals, deadlines, and assignments. If even one person doesn’t take responsibility or blames another team member, there’s a negative impact. Rather than just hope the problem goes away on its own, PMs need to know how and when to step in to ensure accountability. Better yet, they should create a culture where people feel trusted, valued, and want to take ownership. They are also instrumental in helping people take responsibility by making sure they’re trained and have the right resources or authority to complete their portion of a project on time.
3. Engagement.  Employee engagement is also critical for team projects and to ensure that workers take responsibility for their assignments on the team. People managers must be vigilant and know how to quickly respond to declining enthusiasm without an awkward confrontation. By asking questions and finding out early if there’s a problem, a PM can prevent project delays caused by a disengaged worker. These interactions require high self-awareness and emotional intelligence. How does the PM respond if they’re part of the problem? How will they know when they’re micromanaging, not providing enough direction, recognition or incentives?

“Project management is more about managing people than methodology,” reports CEO World Magazine. That’s where PMs come in. Those who are strong communicators, easily navigate relationships and adapt their leadership style to the person or situation will have more project success.