As a project manager, you are the one others turn to for day-to-day
decision-making, direction and issue resolution. It is important that you set a good example and seek to be the best you can every single day. The 7 areas below will help you achieve that. 

1. Focus on customer needs
The single biggest success factor for a project is whether it delivers what the customers really need. Not only will that create a happy customer, it will also dramatically increase your success as a project manager. The tricky part is that customer needs aren’t necessarily synonymous with what the customers say they want. Outstanding project managers focus on the customer’s real needs and seek to uncover the reasons behind the requirements. They do that through enquiry and by consistently learning about the client’s business.

2. Keep your promises
As a project manager is it absolutely essential that what you say and do is credible and that your clients and stakeholders trust you. When you take on an action or commit to a deadline – however big or small – always deliver it when you said you would. This is also true when it comes to chasing other people for the actions they take on. You will gain an enormous amount of respect for being effective, timely and reliable and it will be easier for you to plan and execute the project with minimal resistance. Set a good example in everything that you do. 
 
3. Be proactive
They key to success for any manager and leader is to be proactive and
consistently focus your efforts and attention on the long-term as opposed to being reactive in the present moment. Too often we get caught up in urgent or unimportant activities and we procrastinate on the big important things such as planning and initiating the project properly, writing the business case, learning about our client’s business or taking the time to build strong relationships with our customers and team members. Don’t sit back and wait for things to happen. Take the initiative as a matter of course.
 
4. Support your team
Your team is the project’s biggest asset so nurture it and enable each individual team member to thrive. Allow for people’s individuality, play to their strengths and give them the support they need to succeed. To build a great team, spend one-on-one time with people on a weekly basis. Ask them what you can do to help, what they worry about and how you can assist them in working more effectively. Never be afraid to ask questions and to lend a helping hand. One of your most important roles is to remove blockages so that your team can get on with its work. 
 
5. Delegate 
If you are to add maximum value, you must learn to delegate. This will help you create space to concentrate on the big picture and on the strategic aspects of the project. Tracking timesheets, taking minutes and planning detailed work-streams are important aspects of a project, but it’s not important that you do them. Get a project administrator on board or train your senior team leads to take on a more senior role. Not only do you develop their skill set, you also free yourself up to focus on customer relationships, communication, team building and setting the vision.
 
6. Challenge the status quo
It is no longer enough to turn up for work and deliver a project the way we used to. The global crisis has meant that everything is being scrutinised and that executives are constantly on the look-out for how we can deliver change in a better, cheaper and faster way. You need to challenge the status quo on a daily basis and help identify how the team can work smarter, what new technologies you can employ, which extra benefits you can deliver and how project processes can be improved.

7. Stay calm under pressure
As a project manager you are under daily pressure to deliver, make decisions and sort out issues. You need set a great example by managing your state of mind and remaining calm when the pressure is on. Maintain a balanced perspective and think of solutions rather than placing blame or making knee-jerk decisions. In situations of conflict, take on the role of a mediator and convey both sides of the argument. Whatever you do, do it well; as the way you conduct yourself is the most you can ever expect from your team. 


Questions: 
- How good are you at doing each of these activities on a daily basis?
- What is the biggest action you take away from this?


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The need for highly competent, confident, and effective project managers is growing, in a world where projects are becoming larger, more complex, and increasingly cross-cultural. It is no longer enough to master the essential tools and techniques involved in managing tasks, costs, and resources. To be an excellent project manager, you must have drive, confidence, and attitude, and be able to lead your team to success through your vision and engagement. You must become a project management champion and take your team on a journey by sharing an appealing project vision and a road map for achieving that vision. 
 
It is not your ability to manage tasks and resources that will set you apart. It is your ability to build relationships and lead the team to success through your vision and engagement. As much as knowledge matters, it is your drive, confidence, and attitude that will really help you get your projects over the finishing line.

To become a project management champion, you must fully embrace the goals, objectives, and plans of the project. Spend time visualizing what the end state looks like once the changes have been implemented and the objectives achieved. See it the way the end users and beneficiaries see it. Feel it, taste it, and smell it. Take ownership, not just for delivering project outputs and capabilities, but for delivering the ultimate business benefits.
 
The greater clarity you have regarding the future you wish to create, the easier it will be for you to provide focus and direction to the team. When you understand and take ownership of the strategy for achieving a successful outcome, you are able to inspire and motivate the team and make the day-to-day decisions necessary to reach that future. Keep the vision alive and make it relevant to your people. Draw them into it by illustrating how they fit in and how each of their roles matters to its overall execution.

As a  project champion, you are more than a manager of people and resources. You become an inspiration to the team and the embodiment of the project. You become an agent of change who measures and monitors the ultimate business benefits. You become the person who makes sure that the customer adopts and implements the necessary business processes and procedures to support the end product so that the change initiative is ultimately successful. As a project champion you serve your team and your customer and you set a great example for others to follow.

 ***

· How well do you understand your project’s vision and objectives?  
  Give yourself a score between 1 and 10.

· What would need to happen in order for you to rate your understanding of
  the vision 10 out of 10?

· What can you do to inspire your team to achieve the vision?

· What can you do to become an agent of change?


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Proactive project managers are people who focus their efforts and attention on the long-term as opposed to being reactive in the present moment. They believe that their actions matter and that they can positively influence a situation by doing something about it. 

One of the best ways in which you can be proactive as a project manager is to work with your team and stakeholders to actively identify, analyze and mitigate project risks before they turn into issues. You can also make a concerted effort to build strong and lasting relationships with your stakeholders so that you are able to draw on their knowledge and support the day you need it. When you keep your stakeholders abreast of developments and have an excellent rapport with them, they are very unlikely to ever turn against you. They respect you and they know that you are actively working to improve all aspects of the project on their behalf. 

Another way to be proactive is to carry out project reviews and to liaise with your team members on a one-to-one basis. Ask for feedback and investigate if there is anything at all you can do to optimize the way the team works. In addition, be proactive and explore if your QA activities are as good as they can be. Poor product quality is one of the biggest reasons for project failure.

Reactive is the opposite of proactive. Reactive people often hold a belief that they have no control over a situation. This could relate to the behavior of an unreasonable stakeholder or the issues that arise during a project. They surrender and wait until a potential problem has become a burning issue before they take action. 

One of the reasons why some project managers give in and become reactive, is that their workload is so big that they feel they have no option but to fire fight in the present moment. But in reality we always have an option even if it is not an easy one. If you feel overloaded and overworked, look at how you can delegate more, how you can get better at saying ‘no’ to new requests and how you can optimizing the way you manage your time. 
 
To become more proactive, make it a habit to regularly engage in the following;  

- Spend time on your own and with team members identifying anything which could go wrong on the project. Thoroughly analyze the risks and identify an owner and mitigating actions. Do this as often as possible.

- Ask team members as often as you can what is preventing them from moving forward or what could make them work more effectively.

- Build strong relationships with all key players on the project. See things from their point of view, understand their interests and address their issues and concerns.

- Carry out project reviews and encourage a culture of learning and contribution. Discuss how past issues can be avoided and take action to make improvements.

- Demonstrate and prototype the solution to the customer and end users as often as possible. Ask for feedback and verify that what you are building matches their requirements and expectations.

- Identify and review your project controls on a regular basis. Assess if they are working as expected and keeping cost, quality and time under control.

- Actively manage your stakeholders’ expectations through face-to-face meetings and regular project reporting. Make them appreciate which risks, issues and constraints you are facing. Make sure there are no negative surprises. 
 
- Organize knowledge sharing and fun team building activities to improve morale and motivation. 

- Assess your own working practices and determine how you can optimize the way you spend your time. Could you for instance start delegating more?


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