Project Management for Humans. Brett Harned

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      It was like he had shoved a rusty dagger right into my heart. Really hard. And it hurt!

      I recovered quickly, and we talked about the expectations of PMs, how they could help him as a developer, and what their projects together might look like. At the end of the conversation, I decided that maybe the PM in question wasn’t that bad. Perhaps the role and the expectations of that PM were never truly set. I offered my advice and asked him to have an honest conversation with his PM about what’s needed from his role and how they could partner to make the work stronger.

      I like to think that my advice helped and that an unknown, wayward project manager succeeded. I know that the conversation made me even more eager to champion the cause of digital project management and set some standards for the industry.

What Is a Project Manager?

      Let’s state the obvious here: project managers guide and facilitate projects with a keen sense of budget, scope, timeline, staff, and all of the complicated places in between. No matter where they work, what kind of projects they manage, or what their title is, project managers are the men and women on the front lines of projects, defending their teams, clients, and projects from miscommunication, missed deadlines, scope creep, and any other failures. They champion the well-being of the people involved in their projects and look to make or facilitate strategic decisions that uphold the goals of their projects. That’s a hefty job description, and it requires a fine balance of managing the administrative details of a project and its people. While PMs are often lumped in the “behind-the-scenes” aspect of projects, to be highly effective, they need to be part of the bigger strategic project conversations.

      PMs are not robots. They are not on your team just to take notes and make sure that you’re recording your time properly. Yes, they do work in spreadsheets and follow up on deadlines at possibly annoying rates of speed. But they are not the team’s secretary. They are the project facilitator and sometimes the guiding force that makes important conversations, debates, and decisions happen. That means that while managing the operational side of the project, they also must be fully informed on the conversations that are happening on projects so they can drive action in the right direction.

      There are so many intangible tasks and qualities of project managers that it’s not uncommon for people not to fully understand just what a PM does and if they need one or not. Here’s the thing: you always need a PM, no matter what. That PM might be called a producer, account manager, designer, or even developer.

       NOTE THE EXPECTATIONS OF THE ROLE

      Anyone can be a project manager, as long as that person is clear on the expectations of the role. If you’re playing a part-time PM, be sure to discuss what’s expected of you in the role and use some of the tactics in this book to guide your PM journey with ease.

The Role vs. the Title

      There are many organizations that do not formally employ project managers. In that case, the project team absorbs the role of the PM. So, in this scenario, you’ll find a designer or developer leading client communications, project planning, and any other necessary tasks taken on to keep the project rolling. Either way, it’s not about a title. It’s about the fact that keeping up on the project is a necessity of getting the work done successfully.

      No matter where you work, if you’re operating projects with deadlines and budgets, you need someone to manage them. It’s very possible that your company has a well-established process and employs someone with those three all-important letters at the end of their name, like a PMP^® (Project Management Professional) or a CSM (Certified ScrumMaster^®). It’s also very possible that you have an established process, but don’t work with an actual project manager by title. Chances are, you work with someone who handles the PM-like stuff. Maybe she doesn’t have the formal title of “project manager,” but she’s doing the job of a PM, and there is absolutely nothing wrong with that.

       NOTE FORMAL PM TITLES AND TERMS

      While digital might be new, project management has a rich history that dates back to the creation of the pyramids. Think about it—everything is a project. However, it wasn’t until 1969 that the Project Management Institute was formed. Since then, many organizations and practices have been formed to help project managers become better at their jobs. With that recognition came the creation of formal titles, certifications, and many variations of the role itself. If you’re looking for more information on the history of PM, check out www.projectsmart.co.uk/history-of-project-management.php.

      Upon review of those points, you may decide that bringing in a part-time or freelance PM is a better route for you and your company. You can find these people all over the place, as the market for freelance project managers has grown significantly in recent years. Here are some things you might want to consider when bringing a capable PM resource onboard:

      • Every company works differently, so be sure to be clear about the expectations of the PM role.

      • Get your company’s and project’s onboarding docs or training together ASAP so that you can feel comfortable that they are fully up to speed on day one for the new hire.

      • It takes time to get to know a team and a new company, so be open to this new person and willing to answer as many questions as needed. It will make that person feel more comfortable and successful in the long run.

      • Make sure that the rest of your team welcomes the new person (and role) to the team and includes her in the project.

      • Introduce this person to your team and your clients in a way that makes her feel included, needed, and a full part of the team. This person will have great responsibility, so you want that to be embraced.

      • Provide access to tools, email, meeting spaces, and resources as you would with a full-time employee.

      • Have an open door policy so that the PM feels comfortable discussing issues with you.

      What matters the most is that you clearly define the expectations of the role before dropping someone into it. Take time to think through what project management means to your organization and then identify the type of person you want to fill that role. That will lead you to success.

The Qualities of Good Project Management

      No matter what your background or organizational makeup is, there are certain qualities that you must embrace and principles you should follow to do the job well. Sure, you’re going to have to show some interest in creating project plans, estimating projects, keeping the project budget intact, and facilitating great communications, but in order to really do a great job as a project manager, you have to keep your work organized and your teams informed and happy. This can be especially difficult when your budgets are tight, resources are overbooked, and client expectations seem to shift weekly. That’s the life of a project manager.

      The core competencies of a good project manager are rooted in your ability to navigate rough and still waters with the same level of effort and ease. It’s one part technical expertise and three parts emotional intelligence. Consider these core qualities for being a great PM, and check out the PM principles in Chapter 5, “Create a Plan”:

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