Key Ingredients for Project Management Success

key ingredients for project management successThis could be a long list…especially considering the never ending lists of known and unknown responsibilities for the project manager on every new project. It seems to be ever changing…yet we must be ready. But I’ll keep the list to four for now and welcome your responses, thoughts and additions.

In order to successfully manage and lead (not the same thing, or course) a project, project team and customer on an ongoing basis with hopefully recurring successes, here are my list of four key traits that the project manager should possess…at a minimum….

Meet ambiguity head-on. This competency will be particularly challenging if the project manager is technically oriented. The project manager will often receive mixed signals or possibly even contradictory data. The project manager needs to develop processes for finding truth and narrowing down inputs without getting overly frustrated. If you’re detailed oriented, this can be difficult.

Honesty and integrity. Although obvious virtues, these traits are worthy of specific mention. Whenever studies are performed on the traits that people most admire or desire in leaders, honesty and integrity always rise to the top. One of the best behavioral traits for a project manager is to be known as doing what you say you’ll do. The project manager who practices this will be easier to follow and much easier to take direction from as you move through the engagement. Closely related is the issue of integrity, having a reputation as someone who will follow principles, even in the face of adversity or temptation. Your project team members are watching you and if they consistently see you displaying these characteristics, they’ll likely follow you anywhere.

Be a generalist. Project managers must always be thinking in terms of the big picture. This can be a challenge for those who are accustomed to focusing more narrowly. The project manager certainly must possess broad knowledge in different areas, but it is crucial is that you must pay attention and care about everything and everybody. The project manager can’t focus on all of the minute details, but he needs to be touching everything and be in solid communication with everyone on the project. To lose touch is to lose control. The project manager can’t let that happen.

Tolerate uncertainty. As with ambiguity, this is particularly challenging if the resource entering project management from the technical arena. Most technically oriented people are accustomed to precision, detail and lots of information. Things are well planned out – well laid out. That isn’t always the case for the project manager. There are many risks, many assumptions that have to be made, and key decisions that have to be made with less than sufficient data. As a project manager, it is often the norm to have to make many decisions on the engagement with less information than you feel you need. You must condition yourself to making decisions that are only acceptable, not perfect.


In reality, there is no one “A” list. In fact, I’ve come up with lists before and this one is different than my last one. I’m sure I could come up with a list of 100-200 if I tried right now. But let’s hear from our readers…what do you consider to be key traits of the project managers leading your projects? What are the “must haves”?

Brad Egeland
Brad Egeland

Noteworthy accomplishments:
*20 year provider of successful technical project management leadership for clients across nearly every industry imaginable
*Author of more than 4,000 expert professional project management and business strategy articles, eBooks and videos over the past decade
*Articles/professional content receives over 40,000 page views monthly
*Named #1 in the 100 Most Inspiring People in Project Management
*Named a Top 10 Project Management Influencer to Follow in 2016
*The most read author of expert project management content on Project Times/BA Times for 2015
*Named most prolific provider of project management content over the past 5 years
*Noted for successful project management and financial oversight for $50 million Dept. of Education financial contract/program
*Chosen by the Dept of Defense as a subject matter expert (SME) to help select IWMS software provider for the largest IWMS implementation ever awarded

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