John Moore, a Praxis Framework trainer, ponders a frequent question he is asked – “How can I be a better project manager?”
One of the most frequent questions I get asked is “How can I be a better project manager?” My response is quite simply, “What makes you think you need to get better?” People are at different places in their careers and have different goals yet the answers they give me are often the same.
- I want to be able to ensure we stay on budget and stick to the timeline
- I need to be able to get more resources
- The stakeholders lose interest and so I get isolated.
They have attended training courses, often have a qualification, and are now asking what next?
Some have even gone to take a course again thinking they have missed something; others suggest that there must be a course that tell us how to ‘do it properly’.
My response to them is there is no “magic dust” that will miraculously turn anyone into a project management superstar. As with most things, getting better requires practice, continuous learning, and a lot of hard work.
It is not possible to be expert in every aspect of whatever task we are given. Imagine if in sport all players were identical, cloned in every element of the game. It is the scenario we find ourselves in and the circumstances that arise that makes the difference. We have to recognise our strengths and then look for options to help us out in those areas of weakness, even asking for help from others.
These situations are often outside of our making, maybe even our control. As a project manager we understand our environment, but the external factors are those that can derail the delivery resulting in a project manager asking me those original questions.
The overriding factor is what the business thought they need is no longer relevant, but that has not been communicated down to the team building the solution resulting in the perception of project failure.
What might we learn from this that can be applied?
The project manager needs to be able to manage what I refer to as the “business initiative life cycle” (BILC), from sponsorship all the way through to benefits realisation. I call the lifecycle the business initiative life cycle, to keep the business goals top of mind throughout.
This requires a change in culture, where the business recognises that silos may not exist and portfolio, programme and project management should be working in tandem and not in any hierarchy. The process model in the Praxis Framework reflects this BILC.
Once tasked with a job, the project manager can bring out this model at the very beginning to ask and find answers to those critical questions in order to position themselves for success. This model integrates the business portfolio with strategic planning into programmes and subsequently projects.
While qualifications allow you to drive the car in a certain way, the Praxis process model brings the broader picture into view.
Therefore, no magic dust but having the complete story and integrating the team and the work at all levels of the initiative gives you a better chance of finding success.
About the Author, John Moore
John Moore has been a trainer for Learning Tree International for over 20 years. He provides training for a variety of project management certifications including Agile PM and Praxis Foundation.
