Forewords
In the final chapter, “The Future of Project Management,” of my book with Dr. Lewis R. Ireland, Project Management: Strategic Design & Implementation (New York: McGraw-Hill, 2002), we state that “…interpersonal skills are becoming more important.” We further note that “…people skills will continue to be one of the more important assets in the management style of managers and professionals at all levels of the enterprise.”
In Essential People Skills for Project Managers, Steven W. Flannes and Ginger Levin have expanded on these themes. They note the increasing importance of outstanding competencies in one’s interpersonal skills as a prerequisite for success in the management of all types of projects. They present practical guidelines that project managers and team members can use to improve their interpersonal skills and achieve higher levels of productivity in their work.
This book offers substantial suggestions on how to handle some of the typical problems and challenges faced by team members, such as motivation, leadership styles, conflict management and resolution, and the stress that is so inherent in today’s project teams. In addition, Steve and Ginger present suggestions to consider in handling critical incidents, which occur so often in project teams and require project recovery initiatives.
The concepts and processes they set forth present practical approaches that can be followed in teamwork. The authors note effective ways to handle continual challenges, such as working in a matrix management environment in a time of continual downsizing and outsourcing and in an organization where work is carried out by virtual teams in which team members may never meet face-to-face during the life of the project.
The organization of this book enables the reader to focus on areas of particular interest, with thoughtful discussion questions included at the end of each chapter. The final chapter presents a commentary on some key future issues, with an emphasis on managing one’s career in project management, and suggests strategies to improve one’s performance as a project manager as well as that other team members.
David I. Cleland, PhD
Why should you read this book? Quite simply, because the success of the projects you manage may depend on your understanding and application of its contents. By PMI® definition, a project is a “temporary endeavor undertaken to create a unique product, service, or result.” This is a good definition that is missing only one essential piece of information: undertaken by whom?
As written, the definition focuses on the outcomes of a project— the products, services, or results. Much literature addresses this focus, along with the associated costs and schedules. Good project managers deliver to customers the products, services, or results that the customers paid for. But where do these come from? Do they spring mysteriously into existence through some magical process? No. They are created by people.
Steven W. Flannes and Ginger Levin have accomplished in this book what may be the most difficult task for any author or artist. They have looked at a final, complete work and introspectively asked themselves, “How can we make this better?” This book is more than a second edition of a previous text. It is more than a revision of content to bring it up to date with current concepts. It is a fundamental change—a book that serves project managers better in their quest for success.
Project managers are busy people. They want direct information that is useful in myriad, dynamic domains. This book succeeds on all counts. Readers will find a cut-to-the-chase approach that wastes no time with excess verbiage. They will not find a blunt, choppy text, but rather something that is well written and well edited to provide a cadence and flow that make reading easy— even a pleasure.
Conventional wisdom, supported by some research and anecdotal evidence, states that projects fail not on technical matters, but on “people” matters. Readers will find an expanded examination of this issue in Chapter 1, followed by a breakdown in Chapter 2 of the “people” roles that a successful project manager must play, including leader, manager, facilitator, and mentor.
Communication is the medium—the action process—through which these roles play out. It is an important and special skill that does not occur naturally in project managers or others. Chapter 3 provides comprehensive coverage of the positives to employ and the negatives to avoid.
Giving directions and obtaining results are two different actions linked by motivation. Considering individual needs is a good foundation for motivating others, but subsequent practice can devolve into a matter of rewards and punishments—the “carrot-and-stick” approach. Because projects are often implemented by matrix teams, project managers may have very little “stick.” But fear only generates behavior of avoidance, not achievement. Readers will find a wealth of information in Chapter 4 on motivating in a better way.
Conflict is an omnipresent two-edged sword. It can energize and it can paralyze. The key is effective resolution. In Chapter 5, readers will learn the organizational and individual sources of conflict in project teams. They will also learn strategies and actions for resolving conflict so it does not lead to team dysfunction. Readers familiar with the “Abilene Paradox” will be reminded of—and those unfamiliar will learn—the importance of managing agreement, an aspect of project work that is as important as managing conflict.
Stress is another aspect of project life that must be faced head-on. It is a pervasive problem, arising from many sources. Eliminating stress is probably not possible, so adapting to stress becomes a critical skill. Chapter 6 describes some effective approaches and highlights others that should be avoided.
What does a project manager do when the project team or an individual team member experiences a major traumatic event? This issue is not often addressed in “people” literature. It should be, however, as it can have devastating effects on team performance. Chapter 7 provides practical approaches that readers will find helpful in these extraordinary situations.
Last, Chapter 8 offers readers an opportunity for a little reflective thinking. Having completed a journey of discovery and illumination on the “people” matters of project management, readers should take some time to consider, “What does this mean to me?” As Steve and Ginger have done, readers should examine their own past performance and ask, in light of new learning, “How can I do better?” This book provides the tools for a better tomorrow—but only for those who use them.
Kenneth H. Rose, PMP
Book Review Editor
Project Management Journal