Project me: Summer 2022

As APM celebrates its 50th anniversary, we asked project professionals what important lesson their experience has taught them about managing projects

Invest in my teams’ concerns and needs

Marcos Gonzalez Fuentes, Strategic Adviser, Mexican National Audit Office

People are at the heart of projects, thus nurturing that heart is vital to creating project value. The management of projects is all about getting a group of people working together, yet human relationships are complex. I have learned to invest in my teams’ concerns, needs and expectations. This has led to stakeholder satisfaction and created a bond within my teams. Often, when stakeholders feel unheard, not considered or avoided, contextual project dynamics such as power, conflict and egos may emerge and turn projects into a disaster. Sometimes, these contextual dynamics are inevitable. Although the technical aspects of a project are usually complex and uncertain, the human side is the cornerstone to achieve project outcomes. Mental health, gender equality and human rights need wider consideration in our evolving project environment.

Adaptability is the greatest trait

Dimitrios Felekis, Project Management Professional, BT Enterprise

Each project is a new adventure, a chance to ask: ‘What shall I do now?’ I have found that no matter how knowledgeable you are or what level of complex projects you have delivered (or even if you have the most detailed and well-made lessons log), the one thing that will always save the day is adaptability. To take your learnings and adapt them to solve a problem and deal with a situation. Not one situation is the same as another. Remember, a project is created to bring change. Adaptability is the greatest trait a project professional can bring to the table.

Use emotional intelligence

Donna Walker, Program Lead, Haringey Council

Emotional intelligence is key to building and sustaining relationships. This also helps with conflict management and pushing through blocks. Great influencing skills are key, keeping in regular contact with your sponsor and owning your mistakes.

Don’t be a rigid leader

Sishosonke Dlamini, Senior Project Manager, Transnet Port Terminals, South Africa

Leadership needs to be adaptive and situational, not rigid. My leadership needs to be autocratic at times, sometimes laissez-faire and at other times democratic. So, in a newly formed team, I am generally autocratic; when the team is well established, I usually use laissez-faire or democratic; and when the project is nearly complete, I am autocratic because normally the team is laid-back towards the end of the project.

Be humble

Abigail Blumzon, Senior Project Manager, Bailey Partnership

As a Senior Project Manager in construction, I typically find myself leading large, dynamic and diverse teams which, on balance, know a lot more than me! I see my role as a leader being to bring out the best in my team. The realisation that I no longer had to be the expert was very satisfying. I’ve learned the importance of adding value by enabling things to happen, being the ‘guardian of the bigger picture’, being a sounding board and knowing who to call. I like to see myself as a clearing house of information, keeping the whole project in my head and helping people come together to solve problems.

People are everything

Natalie Talbot, Senior Consultant, i3Works

I’ve been in project management for just two years, but I’ve learned that people are everything. There are no methods, technical jargon or amount of studying that can outweigh the importance of understanding people and taking them on the journey with you. I consider stakeholder management – through being positive, empathetic and sharing my knowledge to build confidence – a fundamental part of my role.

THIS ARTICLE IS BROUGHT TO YOU FROM THE Summer 2022 ISSUE OF PROJECT JOURNAL, WHICH IS FREE FOR APM MEMBERS.