As is the case with any manager, most of the PM’s time is spent communicating with the many stakeholders on the project. Running a project requires constantly selling, reselling, and explaining the project to outsiders, senior management, functional departments, customers, and other project stakeholders, as well as members of the project team itself. The PM is the project’s liaison with the outside world, but the manager must also be available to solve problems in the lab, for crises in the field, to threaten or cajole subcontractors, and to reduce interpersonal conflicts among team members. project team. And all of these lawsuits can occur in the span of a day—a typical day, the cynics would say.

To some extent, all managers must deal with these special demands, but for a PM such demands are much more frequent and critical. As if this were not enough, there are also certain fundamental issues that the manager must understand and deal with so that the demands indicated can be successfully managed. First, the PM must know why the project exists; that is, the PM must fully understand the intent of the project. The PM must have a clear definition of how success or failure will be determined. By making compromises, it’s easy to get sidetracked and strive for goals that were never actually intended by top management.

Second, any PM with extensive experience has managed projects that failed. As is true in every area of ​​business we know of, competent managers are rarely ruined by a single failure, but repeated failure is usually interpreted as a sign of incompetence. Sometimes a PM is asked to take over an ongoing project that seems headed for failure. Whether or not the PM will be able to turn down such a dubious honor depends on many things unique to each situation, such as the PM’s relationship with the program manager, the degree of organizational desperation about the project, and the PM’s seniority and track record. in handling projects like the one in question and other matters, not excluding the prime minister’s ability to engage elsewhere when the “opportunity” arises. Managing successful projects is difficult enough that the PM, in general, is wise not to volunteer for projects with a high probability of failure.

Third, it is essential to have the support of senior management. If support is weak, the future of the project is clouded with uncertainty. If support is not based extensively on top management, some areas of the company may not be willing to help the project manager when he needs it. Suppose, for example, that the vice president of marketing does not fully support the basic concept of the project. Even after all the engineering and manufacturing work has been completed, sales may not be enough to push the product. In such a case, only the chief executive can force the issue, and it is highly risky for a prime minister to seek the chief executive’s help in overriding a lukewarm vice president. If the VP agrees and the product fails, the project manager looks like a fool. If the CEO doesn’t force the issue, the VP has won and the project manager may be out of a job. As noted above, political sensitivity and acumen are required attributes for the project manager. A PM’s job description should include “building and maintaining partnerships with functional area leaders.”

Fourth, the PM must build and maintain a strong information network. It is essential to know what is happening both inside and outside the project. The PM must be aware of customer complaints and criticism from the department head, who is biased towards the project, when suppliers plan to change prices or if a strike is looming in a supplier industry. Inadequate information can blind the PM to incipient crises, just as too much information can desensitize the PM to early warnings of trouble.

Finally, the PM must be flexible in as many ways, with as many people, and on as many activities as possible throughout the life of the project. The main mode of operation of the PM is to exchange resources and criteria fulfillment with each other. Every decision the PM makes limits the scope of future decisions, but a lack of decision can stop the project in its tracks. Even here, we have a compensation. In the end, regardless of the pressures, the PM needs the support of the uninvolved middle and senior managers.