what makes you different from the next project manager
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8/12/2019 What Makes You Different From the Next Project Manager
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What makes you different from the next Project Manager?
Jose M.IT Project Manager Open to Opportunities Top Contributor
Think about it for a second. Not all PM's are alike. Some may have great PM skills in managing
but lack good social skills. On the other hand, some may have great personalities but with fewerpolished skills. What sets you apart from the next PM? What do you believe you have that gives
you that advantage, that edge? For me, I believe I bring great communication and charisma to
teams. I bring that enthusiasm that allows me to motivate people while being empathetic to their
needs. People I work with know I am not afraid to get my hands dirty and genuinely care aboutwhat they think. What about you?
I like and agree with your style. I come from the front lines of development, thus, have the technical
knowledge to help motivate and guide the team members in their solutions. Using negotiation skills in
order to help build ownership is one of the keys for order in the team as well as Project across functional
teams. Placing the right question will get people thinking often leading to a solution and ownership of
same. Of course the sooner the issues are negotiated the better for all concerned including the
stakeholders. I have trust from my team for my style is based on mutual respect as well as honesty in
reaching the targets. For me, holding steady on these two points, mutual respect and honesty, will
always lead to a solution. The speed of the solution naturally depends on the partners in the project and
their willingness to address the issues sooner or later.
I would say that a great way to differentiate yourself from the next PM is having the ability to manage
project risks. Good project risk managers anticipate the glitches before they happen.
Awareness of the surrounding ,and clearly understanding the scope.
I deliver per the customers expectations.
do agree with Mr.Salem Abusaif - It means he should processes both social and personal capital - =
human capital- which includes a high level of skills in both.
Calmness in the face of the storm.
Yes, differentiate yourself.... soft skills are the best way to do so. Anyone can learn earned value and the
other skills associated with PM and becoming a PMP. But knowing how to negotiate, resolve conflicts,
inspire high performance and keep yourself motivated -- that takes emotional intelligence, and not all
have developed those assets.
If we look at the athletes competing in a race, what is the differentiating factor between them? What
makes one athlete better than another? Continuous improvement! That is how we should differentiate
ourselves in any area, not just project management.
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Emotional Intelligence, ability to build bridges quickly, actively listen to the concerns and suggestions of
team members, capturing all the tasks, even the little things that are needed for successful completion
of the project make up a successful PM.
If we look at those athletes, Continuous improvement may be a cause for one being better, but at thecore of the winner is passion. One of them wants it more, and pushes harder than the others. In
managing a project, the passion to succeed should be the driver and that passion will be evident in the
PM.
As a personal differentiator, I am diverse and driven by a passion to find a way, my diversity has allowed
me to see projects from multiple angles and adapt to the needs of the moment with a vision towards
the whole. I am thankful for experience, training, education, and taught skills, but everyone can have
those to some degree. Since I have had diverse roles I can be a diverse communicator and I feel
communication is key, as you stated, in keeping individuals acting as a team. The diversity has also lead
to adaptability, since I have been involved in both technical and non technical projects, I have found that
engaging people and process often means adapting. Projects and businesses (and people) are not cookie
cutter cutouts, and almost every one is special in some way.
(This could be a book, those of us that have been around for a while and done a significant number of
projects as well as other roles could probably fill tomes.)
I mold effective leaders and productive teams.
I love solving problems that involve strategy and numbers, and I like using software to do it. I'm a big MSProject fanboi. But perhaps everyone here is. I guess my value add to the field is that I am able to take
private sector PM methodology and bring that into the development sector, where I now live, and
where this is sorely needed.
My EMI Emotional Intelligence - Mission - Inclusiveness makes me as unique as my Project.
I am inclined to agree with Terry that soft skills best differentiate you from other PM's. Most clients and
team members assess PM's mostly on those, even if its not intentional... of course whilst still managing
your deliverables timeously.
Effective Relationship management / defining success with key stakeholders / bold / effective Risk
management and being a people person.
I agree with the soft skills assessment. I think most people can learn how to manage a project, managing
people is a whole other set of skills. I bring enthusiasm to my projects and build great teams to support
me in delivering the objectives.
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Personality and approach to different scenarios. No 2 people or PM's are the same.
I have seen 2 PM's approach the same situation in what they think is the same, but there was a
significant difference in execution and was purely down to who they were. Suffice to say that the
outcome was also different
I make great coffee :)
Totally agree with Terry Schmidt.
Communication what PMI emphasis is part of soft skills hence Influence skill is very important for a PM.
Also, understanding of the project necessary for a PM.
Firstly I must appreciate a very good question which will definitely enhance this particular domain .
I agree with Mr.Andrew to extent and for me there are many qualities through which a project manager
can perform at maximum and those are knowledge of what to do,how to do,how to make it done,when
what whom and how to speak,forward looking wise in decision making loyal to project and proactive.
The counsel of years.
My answer is exactly what you would expect. It's certainly not the 'textbook' answer. I would describe
my difference as a deep, personal, vested interest. I am a second generation employee at a trucking
company. My dad was a dockworker, driver, dispatcher and I grew up around that side of the business. I
have a love for it and the people involved in it. I have always worked in Company Operations or
Information Services. My project work has been centered around driver's handheld computers, onboard
computer systems, billing systems, cross-dock/warehousing systems. Anything the people actually
moving the freight would rely on to do their job. I know a lot of the pople working in that area of the
business, so I personally as well as professionally want the projects to succed for my 'friends and family'
in the business. I believe I have great organizational, planning, and communiations skills. But thedefining factor has to be the deep, personal, vested interest.
A willingness to listen to all other team members and allow them the freedom to express their points of
view. End of the day it is the PM's decision on what to do and how to execute but listening to the
members of the team often brings unexpected and useful approaches to solve issues. The other thing
that can make a PM desirably different is the ability to successfully identify and them mitigate causes to
problems and unexpected issues that adversely impact the project. A successful problem solver is always
a good person to have onboard.
To make a Difference and be unique is really a key in success. Success can be measured in different ways
-quantity or Quality!!:) Depends on the perception. Everything is relative.
What really makes a difference is ?
Go-getter
If you are a Project Manager-you should be able to get things done wherever you are or whatever you
are!!:))))
a. you should not worry about small small things
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b. do not make a mole out of mountain.
c. Try to be pro-active
d. Try to be always positive
e. Be alert-open, listen and learn to adapt to environment
f. Communicate well in advance!!:) not at the last minute
These are some of the keys to make a difference wherever or whatever you do -this does not apply only
to Project manager -this applies to anything to make it success
Recently laid off Sr PM for custom homebuilder now reviewing my brand. Clients in home building
expect communication. That is my strength. My motto is that at least 85% of problems relate back to
inadequate, untimely or lack of communication. Secondly, my brand entails relationship building and
trust with co-workers, clients and subcontractors. My goal is WOW service.
There's no such perfect PM and there will be a better or worst PM. But be a faithful PM. Whenever no
way out you know who can help.
Your communication style, how you interact with the team, and how you execute as a servant
leadership. No two PMs are equal, and a differentiation that may be advantageous in one situation may
be a burden in another one.
The ability to see the issues from a global view, and having the tools to resolve any problem whateverthe size of it (NO Panic).
The ability to see the issues from a global view, and having the tools to resolve anyproblem whatever the size of it (NO Panic).
International Project Manager, PMO Setup
I could say amazingly good things that supposedly make me better than others. But
would you believe me? Simply ask my clients and colleagues.
Manuel B.,Andrew S.like this
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Tim
Tim Murphy, PMP
Experienced Project Services Program Manager and Certified Project Management
Professional at Protiviti
I think the difference between a good project manager and a great one is steadyleadership and communication skills - being able to deliver the difficult messages, being
able to keep all team members motivated, being able to adapt and not panic when
hiccups.
Mike
Mike Poniatowski, PMP
I.T. Project Manager/PMO Manager at Lear Corporation
What may make me different from other project managers is my ability to influence
others in a highly functional settting.
Walt Muta -
Walt Muta - I get it done
No fluff Project Manager
Intuition, instincts, willingness to do what needs to be done - despite the plan. Guts to
make difficult, unpopular decisions. Foster good working relationships to get it done.
Conduct uncomfortable, difficult conversations. Boldness.
The core of the project is its uniqueness. Though the deliverable is unique in nature tomeet the objective, there are few impressions that we would have made during its
execution. Few of them could be
1. How we make the people to more fit for the organization's future needs? When we
have people working on our project, they would be concentrating more on deliveringtheir responsibilities. It is PM's duty to make them better fit for the future
2. The organizational level assets - How these assets would give more RoI for future
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3. The processes and culture that we turn-out
In a crux, when the project manager goes out of the project, other than the project &project manager should have accumulated some additional value to themselves, which the
PM should lay the foundation
Keith
Keith Millar
Construction Project Manager
Top Contributor
I have a tremendous sense of humour and I believe that not only makes my performancebetter but encourages my entire team to adopt a far less stressful approach which in turn
creates a far more productive team effort.
Abdul Rahman
Abdul Rahman Hammour
Owner at A R Solutions Toronto Canada
what is written above from PMs shows how many real professional PMs in the group,
this was amazing full of information and experiences, thanks to all and thanks to Jose
who posted it.
Pat
Pat Hill
Project Manager Consultant at Discover Card
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Guy
Guy Dionne, P. Eng., EMBA, PRINCE2
Directeur technique chez SNC-Lavalin
Since negative emotions can scale up a situation, it is foremost important to remain
balanced and put ourselves in the shooes of your counterpart. Then you can process into
the situation without getting stormed into it. If you believe you can do it at the moment,
then revert the discussion tomorrow. It is always better to let it calm down a little not toolong to make things better.
Belinda S.likes this
Asif
Asif Lodhi
Consultant at Lahore Stock Exchange (G) Ltd.
I have seen many project managers who do not take the ownership. In my humbleopinion, a PM should own the project's success or failure. If he/she doesn't own it then
he/she is not a true PM.
Andrew
Andrew Smith
Program Manager: Commonwealth of KY IT Consolidation (I.3)
Top Contributor
@Asif - I agree, but is that what makes you better?
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Peter
Peter Bennett
Management Consulting Professional
Top Contributor
Given that a large number of varied hard and soft skills are essential for good projectmanagement, I agree with key words from Jose and Walt - great PM's can make the
unpopular decisions and have the charisma to carry it through
Asif
Asif Lodhi
Consultant at Lahore Stock Exchange (G) Ltd.
@Andrew
I posted my comment because some time ago there was a discussion in this group orsome other one about who to blame for a software project failure - of course, the projectmanager is responsible for success or failure of a project. Nobody else can be blamed.
Good project managers accept the failure as a lesson, own the failure and try to do better
the next time - bad managers just do not want to own it and love passing the buck. I findalways find it funny when I see a PM trying to hold somebody in his/her team
responsible.
In my case, I'd like to say that I strive for continuous learning and improvement both inPM and software engineering and that my experience and knowledge are my greatest
strengths. I certainly prefer the synergy of industry-specific knowledge, expertise and
experience with PM.
Andrew S.,Ramesh Ch. M.like this
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Andrew
Andrew Smith
Program Manager: Commonwealth of KY IT Consolidation (I.3)
Top Contributor
@Asif - I agree. It is interesting to see how people place blame.
James H.
James H. Dobbins, Ph.D., Esq.
Engineer at MITRE
Good risk management skills, good communication skills, good soft skills, learn
something new every day, ability to create confidence in yourself among the team
members, strategic thinking skills, continuously executing and updating the project plan,
integrity, respecting the individuals in your organization, treating professionalsaccordingly, having the backs of your team members, expecting the best from your team
and settling for nothing less, publicly recognizing good work.
Jose M.likes this
Manuel
Manuel Berlanga
Project Manager at TEKsystems
It is not what it make us better, it is what it make us different! We are not necessary betterthan other PMs, but one PM may be better for a given project or organization because
individual treats, knowledge, and style.
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