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CHAPTER 1 What Is Project Management
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On one side of the equation, we have the results for which we are responsible: De ning the goal and delivering success. With that comes accountability for those results. In a well-run organization, we are empowered to achieve those objectives. We have the authority to make decisions. We have the nancial resources and the team, or the ability to build the team, to get the job done. Our team has, or can acquire, the knowledge and skills needed to do good work. And we are allotted enough time to complete the job. Most importantly, though, we and our team treat one another with respect, and are respected within the organization. Of course, that balance is an ideal, and almost all organizations fall short of it in one way or another. One of the biggest challenges of project management is to take responsibility and work to success under less than ideal conditions. As we do, we model good teamwork. If we do it skillfully, we lead our team to success.
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The role of the project manager
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If we look at it in the widest possible way, a project manager is responsible for:  De ning the product or service being created, both its features and its speci cation, and assuring its value to the company.  De ning the project plan, that is, how the project will be completed.  Creating the project team, supporting and empowering team members, and leading the team to success.  Keeping track of everything, catching problems early, and providing course correction when needed to keep on track.  Managing the delivery process and ensuring customer satisfaction. Another way of saying this is to say that the project manager de nes the goal, de nes the life cycle, which we discuss in 4, and ensures that all nine areas of project management are applied in each phase of the project. However, that is an awfully big job. What matters most Discussing that question with several expert project managers, we developed a list of six keys to success. As a project manager, if you take care of the Six Keys to Success we discuss in 3, then each project has a very high chance of success. A good project manager commits to project success and does what it takes to get the job done. But a good project manager does not do this alone. We rely on our teams. For example, we rely on team members with technical expertise greater than our own. Our job is to bring these people and their
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PART ONE Hello, Project Management
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expertise together e ectively. We may pick the team. We do manage the team, and make sure the team focuses on the challenges in the project e ectively and e ciently. Some of us may be junior in technical expertise, but, as project managers, we contribute essential work and skills to the project. Studies have shown that about half of the work on a project is not included in the speci c tasks necessary to complete the project. That extra work has many elements, and most of them are key tasks of the project manager. Much of that work is involved with communications, with de ning issues and resolving problems, and with keeping track of the work to ensure success. These are the day-today tasks a project manager must do to enable the project team to succeed.
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Growing as a project manager
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Many people choose technical careers, and then are promoted to management. Others may take a management track in school, then try to gure out how to apply the theory when they reach the world of work. People with a technical background (wizards and gurus though they may be) face particular issues in becoming managers, especially project managers. Young people, however well educated, face similar challenges.  From thing or data-oriented to people-oriented. All jobs require some degree of work with things, data, and people. Most people make their rst career choice because it is comfortable or exciting, but not too challenging to our personalities. If we like things, we head for the hardware, xing computers or working with other kinds of equipment. If we like ideas, we turn to programming software or systems, or business management. If we like people, we might go into human resources, sales, or psychology for our rst job. However, to be a successful project manager, we need to learn to work e ectively with people even if that is not our natural propensity. The key di erence is that things and data do what you tell them. People usually do not. We need to relax and enjoy unpredictability and diversity. Once we appreciate that people with di erent skills and di erent ways of thinking all cooperate on a project, and that the whole becomes more than the sum of its parts, people management becomes enjoyable instead of scary. Once we get over our allergy to listening, understanding, and sharing, working with people can actually be lots of fun. From worker-bee to manager. Many of us are used to getting things done by sitting down and doing them. We like to be dependable.
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