It would be nice to say the more organized and rigid you are in your processes and leadership, the better the project manager you will be. In fact, isn’t that what project management is all about? Defining a methodology and using it and creating and using repeatable processes and planning templates so that we can create best practices, run successful projects and then be able to repeat those practices and processes on future projects so that we can continually realize project success? That’s the goal, right? Well, yes, in theory.
If everything else was equal, yes. If our team dynamics never changed. If our customer was always the same and reacted the same and had the same expectations and always provided the same input or always just stayed out of the way. If the non-PM variables on each project were removed, then yes, that would probably be the goal and the easiest path to success. But we know that’s not the case.
Each customer is different – some are easy, some are hard, some are demanding, some don’t have a clue, some are ever present, some are no where to be found, and others are so far off the mark on what the project really is that the PM may spend much of their time just managing that customer and keeping them from bringing the project to a crashing halt. And each project team is different – made up of different personalities – not clones. And it’s the project manager’s responsibility to keep those very different individuals focused on what’s best for the project and focused on being productive and completing their assigned tasks.