What Makes a Good Project Manager?

What Makes a Good Project Manager?

Project management is more than a process. It is the ability to deliver in an ecosystem characterized by uncertainty, volatility, complexity and unknowns. The answer to the question, what makes a good project manager, is definitely not a checklist.

Often the difference between the project that succeeds and the challenge that fails is the leadership of the project manager; therefore, we can say he or she plays a really crucial part in the project. Every project needs a leader that inspires motivation and coordination. Making plans is crucial, but the capability to conform to adjustments and paintings with people to conquer demanding situations is just as necessary. A mission manager ought to grasp the skills that might be vital to achieving success in these surroundings. The unique and transient nature of tasks creates a part of the environment that mandates a one-of-a-kind control approach from the one used by an operations manager.

One needs to be pretty prepared and a great multi-tasker because a great project supervisor is aware of the requirements for manipulating more than one task or obligation and the handling of issues on an everyday basis. The project manager needs multiple skills and capabilities.

There are various skills that a project manager needs to have; some of them are more important than others, like taking charge and knowing how to lead. Specifically, project management is a mission to a hit outcome.

Of course, project management core skills are necessary conditions for one to be a project manager. But these attributes are found wanting when we try to establish a set of necessary and sufficient conditions. While skills define what a professional ‘can achieve’, they are hardly reflective of ‘how to achieve’ the same. Deliverables, in the same vein, appear to emphasise what ‘can be done’ rather than how it will help address the problems at hand. As a matter of fact, the role of a project manager is hardly limited to managing budget and resources, reporting to a steering committee, etc. A project manager is a people person, a communicator, a survivor, a diplomat, and many more.

People Skills

Tasks are expected to be led in a style that builds consensus while additionally exposing the actual risks and roadblocks. Effective task managers paint a picture of a greater tomorrow higher day after today and inspire confidence in their team’s abilities to differentiate between imaginative and prescient. They construct credible relationships with key stakeholders to make certain alignments to the undertaking’s objectives and exude the confidence necessary to hold everybody collaborating within the project accountable.


The project manager needs to be an effective communicator and continuously make certain they’re truly understood. Dale Carnegie, in his all-time best-selling book, How to Win Friends and Influence People, described being a good listener as one of the best ways of becoming a good conversationalist. Now you may be thinking, How can anyone become a good conversationalist simply by sealing their lips and keeping their ears attentive? Well, Dale Carnegie quotes a former Harvard president, Charles W. Elliot, who said, “There is no mystery about successful business intercourse. …Exclusive attention to the person who is speaking to you is very important. Nothing else is so flattering as that.” And this is nothing short of truth.

Having someone who can let you express yourself without interrupting you is rare. It can be the best way to handle difficult stakeholders when all they wanted was to have their thoughts heard. On the other hand, if you keep talking over your stakeholder and keep interrupting him or her while he or she speaks, you will be recognized as careless.


The project manager needs to know how and when to negotiate. They are very often domineering people who have divergent interests or who don’t seem to have any interest in understanding what you are trying to accomplish and why they have to help you or fully participate.

A very good project manager will invest time to understand and negotiate these relationships and determine these stakeholder’s pursuits in order that he or she can triangulate what’s going to preserve his or her assignment to move ahead. Without these negotiating talents, you can ignore these vital relationships, making challenge achievement rather unlikely.

Recognize and remedy problems speedily. Necessarily, there may be instances where troubles and barriers arise that contain instant solutions, and how an undertaking supervisor handles these troubles will separate him from the others.

Technical Knowledge

Own up the essential technical competencies. To be a great project manager, you must have a strong understanding of the platforms, software programs, and packages that your corporation regularly works with, even if your process is not definitely technical.

For a project manager to achieve success, they need to not only have suitable task management skills but also previous knowledge of the commercial enterprise region or enterprise where they may be working. This view is probably so massive due to the fact that they have frequently, in the past, stepped forward from one function within an enterprise right into a project management role within the same company. Their preceding employment is frequently seen as a bonus, and they may be just thrown into the deep end of undertaking management and need to speedily arise with a relevant education course or, worse, no education in any respect.

But do mission managers who’ve reached their present-day position in this manner have any extra success than an officially skilled professional? Or do they find it hard to remove themselves from viewing the undertaking at an in-depth stage due to the fact that they understand the enterprise in intensity but are then kept from seeing the project from a much wider angle? It can truly be a disadvantage to get too concerned and caught up in the detailed tasks and activities.

Business Knowledge

An expert venture manager will have been skilled in an extensive range of capabilities that are transferable across groups and will have built up enough sensible experience to be able to acquire the proper amount of data so that it will conform to the wishes of the client. In the end, you wouldn’t count on other professionals consisting of legal professionals or accountants to recognize the entirety of your enterprise—they simply need to comprehend enough to do their job nicely.

It could be argued that there are a few industries in which specific information of that enterprise is considered necessary for a challenge PM, and that may be the case in certain technical areas, but it isn’t always the case for the good-sized majority of projects being undertaken across an extensive variety of agencies. A know-how of building and motivating a group, making plans and handling responsibilities, hazard and change, and having the capabilities to interface efficiently with a number of employees from senior managers and stakeholders right down to the maximum junior team member are some greater critical talents for a mission manager to have.

So if you need to augment your career completely and have the confidence and freedom to move into new commercial enterprise areas, organizations, or maybe industries, then focus on growing your challenge management capabilities, and don’t worry too much about your enterprise products or enterprise knowledge.

Make certain you have the confidence and potential to talk with business heads about defining the desires and goals of an assignment, figuring out the expected advantages and the impact on the status quo, and where the undertaking sits as far as overall priority inside the commercial enterprise. Assist with documenting the specified business necessities and absolutely describing the assignment with the aid of being an effective interface between the enterprise heads and users and the challenge group that will deliver the final product.

What Makes a Good Project Manager?
What Makes a Good Project Manager?

Ninja Skills

Yes! A ninja. Projects succeed by surviving their ecosystems. Yet there is an outcome to deliver; however, the outcome won’t be achieved if the project does not survive in its environment. Projects focus on execution and ignore surviving in their ecosystem. The team should focus on execution and the manager on survival. Projects’ ecosystems (i.e., requirements, organization politics, etc.) are dynamic, and some entities in the environment can be volatile and have unpredictable reactions to change.

Ninja were trained to observe all the subtle signals from their environment and surroundings in order to predict change, volatility, and uncertainty. Knowing and successfully using the features of their terrain were crucial skills in success.

Similarly, a project manager needs to develop senses to detect and read signs of troubles that may become obstacles to the execution by managing every roadblock and issue to ensure the survival of her or his mission