PRINCE2® is one of the most used methods in project management in and outside of the UK.
In the past 10 years, many project managers have made themselves familiar with this method, yet unfortunately, until now this hasn’t always had the desired result. Projects that overrun the scheduled planning, exceeded budgets and missed project targets still occur on a frequent basis. It turns out that practice is more difficult than theory. In practice, leading a project successfully is mainly about people getting things done, not about methodically following a number of specified steps in a process.
The Person behind the Project Manager
Of course, a great project management method like PRINCE2® is an excellent tool for managing projects, but in the end it’s the person behind the project manager who determines the project’s success. The personal skills of the project manager make the difference between a successful and a less successful project. During the project, the project manager has to have dealings with various individuals and groups like customers, operational managers, steering committee members, project assistants and colleagues. It’s hard to influence the behaviour of these individuals and groups and behaviour is often unpredictable. Most individuals don’t like having to take on a specific working role simply because this is what is required in a project management method like PRINCE2®.
Every project manager has to deal with two groups of people on the highest level, namely the steering committee/customer and the project board. The project manager needs to build up a relationship with both groups and the individuals within this group and use his or her personal skills to achieve the desired result. The members don’t play a neutral part in the project, both on the level of the steering committee and the level of the project board.
Interests in the Steering Committee
One steering committee member could probably gain a greater advantage from the project’s success than the other member could. Organisational and personal interests play a part. The success of a project can imply the growth of an organisation’s department, but also greater or lesser importance of certain positions. It is vital that the project manager comprehends these interests, so he or she can take them into account during the project. That way, opposition from steering committee members can be identified and managed.
Within the project board, tensions between the project team and operations often become visible. This could also be due to organisational and personal interests. A project almost always implies change: old methods of working are reviewed or something new is added to the existing situation. Even though management has approved the change, it can bring about resistance on the floor. When a project is initiated, project board members bring along their interests, opinions and their presuppositions. These might be aimed at influencing the result.
The Importance of the Project Manager
It’s up to the project manager to find out which interests and expectations are present, with the customer, the steering committee as well as with the project board. When it’s known what these interests and expectations are, the project manager can incorporate it into the project. An interest can create opposition, but it could also create a great opportunity. Opposition could arise because an information system is outsourced, resulting in a lower position of the head of the IT department within the organisation. Yet it could also mean a great opportunity if for instance the general manager wishes to cut down on personnel and this project will help him reach that target.
Once identified, opposition can be turned around or sidestepped. Opportunities can be seized to accelerate the project.
In most cases, to be able to successfully manage a project, it’s insufficient to just follow a PRINCE2® Foundation training. In order to increase the project manager’s rate of success, the project manager will need to work on improving his or her personal skills and putting it into practice.
This Article is Written by Peter de Jong, Managing Director IT Management Group
The IT Management Group organises training in a.o. ITIL®, PRINCE2®, ASL and BiSL, and gives advice on the set-up of management organisations and project organisations. Furthermore, the IT Management Group seconds professionals specialised in IT Management. The IT Management Group has developed a PRINCE2® Practice Training specifically for developing the project manager’s personal skills.
