Project Management

Over the years, I learned that to be an effective project leader, and I will need to lead them, not managing them. I ensured teams could rely on me by providing them with sufficient guidance when needed and to excel in areas like motivation and communication. I soon realized that as a PM, I couldn't be everywhere or do everything, and this highlighted the need to trust the knowledge, skills, and abilities of team members (SME). These trusting relationships with stakeholders and team members provided smoother navigation through difficult situations and created a greater degree of transparency.

I have worked in various countries with culturally diversified teams. This diversified set of individuals brought unique skills, experiences, and ideas to the table and helped build better solutions. But I have faced problems when individuals are in conflict and demonstrate a lack of respect for difference or override others' contributions. As a project manager, I had to step in to alleviate tension and encourage team members to refocus on what's best for the stakeholders rather than remaining self-focused. As an experienced PM, I always try to shed light on key factors and help individuals see both sides' merits. I establish the need for mutual respect from the first project meeting as I lay the ground rules and applicable consequences to avoid disruption and lost productivity.

Most of my past clients or employers did not understand that a large part of a project manager's role is to influence each team member to give their best regardless of personal views, obstacles, and conflicts. I had learned the trait to become influencer 20 years back when I first started managing a small team of systems engineers. It's both an art and learned behavior that is often undervalued and overlooked. It's important to note that influence shouldn't be confused with manipulation. My approach is to positive influence which translates team members soft skill into action that results in a win-win for the stakeholders and team.

Let's face it - no one likes change and expecting organization to embrace change brought by a project automatically can make project closure impossible. While project management and change management are two areas often work side-by-side and they should. However, we need to realise they are different disciplines. Depending on complexity of the project and expected changes I have sometimes acted as the change management agent. As a change management agent I identified, communicated and effectively managed all aspects relating to how the changes will ultimately impact the stakeholders.

Project Management Book of Knowledge (PMBOK) haven't yet formalized change management with set of guidelines and processes like PM. There is no start and end date, and no set formal tasks or milestones. The change management processes can vary, despite goals. Employers need to be aware of the fact that change management is increasingly becoming a highly recognized and documented area. Based on the complexity of project PM can request a change management specialist solely work to stratigize how to convey the expected changes.

When I initiate a project, no matter how much I have followed all the processes - they create a significant amount of undue stress on stakeholders and employees in general. This is expected and can't be avoided. But while I maintain complete focus on overall project objectives with the goal of ensuring stakeholder value, change management professional should not only attend project meetings, but also be an integral part of the project team. This collaboration provides a holistic approach to strategy and ensures the impact to people within the organization can be sufficiently addressed, to reduce unnecessary stress and anxiety, and also create a smooth transition in terms of processes and acceptance levels not only during the project phases, but long after the project is complete.

Based on my formal 8+ years as a project manager I found that the chief responsibility of a project manager is not to deliver projects on time and on budget! As a high-level strategic body, my first and foremost role was to help drive, guide and execute company-identified value-added goals. 

Most of the businesses I worked for already had established Project management offices (PMOs). But in most cases they lacked being identified as an indispensable strategic partner. In my opinion this is because they are yet to recognize their true strategic value. Project management office activities should improve project, portfolio, and program management practices and show value.