12 Surefire Ways to be a Better Project Manager

Posted by amc on 10/31/2016 9:35 am  

12 Surefire Ways to be a Better Project Manager 

By Guest Author Mike Clayton, Founder of OnlinePMCourses 

Most of the articles on my website are highly practical. They are about how to ‘do’ Project Management. But it seems time to write something a little different… Perhaps something a little more thoughtful. I have been considering what it takes to be a Project Manager. 

Personality Traits of a Project Manager 

Personality is a funny thing. Some aspects seem to be fixed through our lives, while others seem to emerge and evolve. Some people are well-suited to be a Project Manager. Others want to be a Project Manager. So they work hard to acquire the traits they need. Therefore, you can easily think of how to be a Project Manager as a set of personality traits. There is another perspective, however… 

Things to Do to be a Project Manager 

We are the sum of our habits. The things we do often enough make us into the people we are. And others around us see us the way they see us because we do the things what we do. And, if you do something often enough it starts to become a habit. So you can acquire many of the personality traits of a Project Manager, simply by doing what Project Managers do. 

But I do want to make one important point. The way you do the things a project manager does is entirely a matter of personal style. Or perhaps it is a matter of your underlying personality. Either way, though, there is plenty of room for you to do things the way you choose and still be a successful Project Manager. In an organization that does a lot of projects, the diversity of styles among its Project Managers is one of the best ways to guarantee that its people will have the best possible chance of learning well. 

So, are you doing everything a Project Manager should? 

Let’s get down to detail. What do you need to do, to be a Project Manager? I will start with the most obvious things. These are the traits or actions that most easily come to mind. But then we’ll move onto some of the things that can really make a difference. And I don’t mean a difference between a ‘bad’ Project Manager and a ‘good’ one. I mean the difference between: 

  • someone who is trying to do projects, and 

  • a Project Manager for whom Projects are the way you do things. 

The Obvious 

So, my first four traits are almost the defining features of a Project Manager. They are the things I would expect to come up most often, if this were a survey question – especially among less-experienced Project Managers. But just because they are obvious, it does not mean they are any less important. Indeed, they are fundamental. 

Focus on Progress 

If you are a Project Manager, you must see it as your mission in life to get stuff done. Project Managers see the world as a set of inter-connected tasks – often with deadlines. And what matters above all is doing them. Not just that, though, but doing them on schedule, on budget, and to specification. 


Another aspect of the core Project Manager mindset is planning. We don’t dive in feet first without thinking through what we want to happen, and how we plan to make it happen. As a Project Manager, planning will be a step in everything you do. It will start to come as naturally as breathing. You will also start to get better at anticipating what may happen next, which brings us nicely on to the next trait… 

Risk Awareness 

Project Managers are naturally risk-aware. It isn’t that they like risk any more than other people. And neither is it that they are more risk averse. It is simply that, as a Project Manager, you will find yourself thinking in terms of risks, and how to handle them. Risk management is a sub-discipline of Project Management and one that will come easily to you, as a Project Manager. You will find yourself: 

  • spotting risks, 

  • weighing them up, 

  • coming up with plans and strategies 

and, at your best… 

  • taking proactive steps to handle the risks. 


A Project Manager needs to juggle multiple things. But this is not the same as multi-tasking. You do not want to try to do two or more things at the same time. What you need to be able to do is hold a mass of inter-connected tasks in your mind, and swap from one to another effectively. To do this, I find it easiest to think of having a number of different hats to wear. You can only wear one hat at a time, and you need to actively change hats to take on a new task. This means you will always be aware what task you are focusing on. 


The Essential Extras 

The next four characteristics of being a Project Manager are not quite as obvious as the first four. But I would like to think that many new Project Managers would spot them and see how essential they are to your role. 


Project Managers need to be generous with your time. People are the essential component of a Project, and if you do not make time to listen, understand, and influence people, your projects will fail. You also need to make time for your immediate team members. Because a big part of your role is to motivate them, to encourage and support them, and to help them learn and develop through their roles on your project. When this starts to come more naturally to you, you will start to see a big shift in how easy it is to manage your projects. 


A Project Manager knows that projects don’t just happen in a random, haphazard way. They need to follow a process. This is what makes the job of Project Management effective, repeatable, and professional. You will find yourself first understanding intuitively how the project process works. Then you will start to use it easily, and eventually, it will become second-nature. Everything you do will follow a basic project process of: 

  • Defining what you need to do 

  • Planning how you will do it 

  • Getting it done 

  • Finishing off in an orderly way 


Whether you call it enthusiasm or boundless energy, there is something about a true Project Manager that makes them keep on going when others find their energy is starting to flag. I think there are two components to this. First, Project manager seem to have a lot of physical and mental stamina. They can motivate themselves to keep on going, through the tiredness and tedium. But perhaps more important is the second thing. They can find their motivation. They can see what the project is for and generate an enthusiasm to complete it. Indeed, for many Project Managers, the achievement of finishing tasks is motivating. 


A closely related trait is determination, or resilience. This goes further than having the energy and enthusiasm to carry on. It is about the ability to summon that up in the face of setbacks and adversity. It is pretty easy to keep going when everything happens the way you want it. But when things go wrong, that will test your character. Will you just give up? Or will you get yourself together and look for a new route through? 

The Extras that Create the shift 

The final four traits are not obvious, until someone points them out to you. And then, you realize: ‘yes, of course!‘ What they do is create the shift from playing with projects to being a Project Manager. For me, it is about identity. Are you someone who does projects? In which case, maybe you don’t need to work on these. Or are you a Project Manager? In this case, you need these four. They are the four things that create the shift to being a Project Manager. 


A Project Manager notices things. They can see the big picture and grasp the whole of a large and complex project. But, at the same time, they can also notice – and care about – the tiny details. If you know that the details matter you may just make a Project Manager. So, do you have a habit of spotting small mistakes and those little things that are as easy to fix as to leave alone? And maybe you are also like me… I have a compulsion to point them out, or even do something about them. 


Some people are naturally good at this – others of us have to train ourselves. A Project Manager needs to be able to stay calm under pressure. When there is a lot going on around you. When there is a crisis and things are changing rapidly. Or when everyone needs your attention. Can you stay cool and make a careful response? Can you prioritize among competing demands and make swift but reliable decisions? All this is important in Project Management. 


There are two reasons why a Project Manager needs to be optimistic. The first is so you can keep going when setbacks strike. But frankly, determination can achieve that, even if you are starting to believe that all is lost. It’s the second one that matters most. Both optimism and pessimism are contagious. People will take their emotional cues from you, so being optimistic will help others around you to stay positive when you most need it. And there is a bonus too: we like optimistic people. We identify them as charismatic and influential. Who wouldn’t want a bit of that? Eeyores, on the other hand… Nobody really enjoys being around them. 



The last trait I want to identify is curiosity. A Project Manager needs to keep on learning and adapting. And you cannot do that unless you are insatiably curious. Our organizations are changing and so too are there needs. Project Management methodologies are evolving, and the kinds of projects we are called upon to deliver are changing. If you are not committed to continuous professional development (CPD) then someone else will learn what you don’t know and be able to do your job better than you can. Lifelong learning isn’t a luxury for a Project Manager, it needs to be a way of life. 

What have I missed? 

This survey is a personal perspective on how to be a Project manager. It isn’t intended as a step-by-step, do this type of article, like Ten Critical Things to Learn about Project Management. Neither is it a set of essential rules. Rather it is a set of traits to develop. And of course, once you have developed them, then you can turn your attention to becoming a good Project Manager. 

The original article can be found here.  To read more articles by Mike Clayton, visit https://onlinepmcourses.com/project-management-articles/. 

About the Author 


Mike Clayton is an author and speaker specializing in project and change management, risk, communication and influence, and leadership.  He also founded OnlinePMCourses, which offers a structured introduction to project management.  http://onlinepmcourses.com/ 

Member Spotlight: Can You Help Us?

Posted by amc on 10/31/2016 9:38 am  

Member Spotlight:  Can You Help Us? 

By Don R. James, PMP, PMI Houston Member and Adjunct Professor at Lone Star College Tomball 

The voicemail was from Joe Cahill, Chair of the Business Department at Lone Star College – Tomball. Joe explained that an instructor had resigned two weeks before the Fall Semester start of August 2008.  Philip Lee had given Joe my name as someone who could quickly step in and become an instructor for BMGT:1309, Information and Project Management With Philip’s help, I got the course materials ready and simultaneously began the hiring process with Lone Star.  They wanted my transcript from Mississippi State University – I graduated in 1966 when grades were on a three-point system, not the four-point system of today.  I had no Master’s degree, so my PMP was accepted with a letter from the Dean.  And I kept preparing for the weekly three-hour evening class.  I started the class before I was actually an employee. 

I had several years’ experience delivering corporate training as well as PM classes for PMI Houston but I had never actually taught There is a wide difference between Education and Training.  Those poor students got more training than education and I realized I needed education in Education.  Joe recommended and approved my taking the Lone Star Adjunct Certification Program in the Spring of 2009.  My eyes were opened widely.  That Fall at the PMI Conference, I heard Gina Schreck speak about “Digital Natives” and “Digital Immigrants” and how video is more accepted by the Digital Natives – YouTube is the second most used search engine after Google.  I ditched my clamshell phone and got a Windows smart phone. 

Thus equipped, I revised my entire set of course material, included appropriate videos, and began to actually teach really enjoyed the interaction with students and observed that the good students became excellent students!  This is fun! 

One very rainy day in February 2010, I parked in the Faculty lot, trudged to the door, and stepped in water over my shoes.  What a great start to the day!  I sloshed to the mailroom and saw a small blue envelope addressed in handwritten script.  I opened it and read: 

“Mr. Don James 
Thank you for being a cool ass teacher.” 

Don James teaches BMGT1309, Information and Project Management , and has taught for Lone Star since August 2008.  Project Management is offered through the Business Department of Lone Star College -Tomball. 

Did you know that Lone Star College has a new campus open near the Woodlands? 

Lone Star College - Creekside Center: 

8747 West New Harmony Trail 
The Woodlands, Texas 77375 

Check http://www.lonestar.edu/tomball.htm for direction information.

Through our partnerships with four-year colleges, courses can receive credit towards a four-year degree. Find out more at http://www.lonestar.edu/business-professional-services.htm 

Many of PMI Houston's members on the Northwest side can benefit from these area campuses.

Galleria Venue: The PMBOK and Talent Triangle Sandwich

Posted by amc on 10/31/2016 9:42 am  

Galleria Venue:  The PMBOK and Talent Triangle Sandwich 

By LaToshia Norwood, PMI Houston Galleria Director 

The PMI Houston Galleria venue has taken a non-traditional approach to delivering professional development. "We threw out the ‘death by PowerPoint presentations, and purposely found engaging topics and speakers for our dinner meeting presentations. We didn’t just step outside of the box, we threw the box away,” says LaToshia Norwood PMI Houston Galleria Director. 

While most assume that project management skill sets are only useful to industries like engineering, information technology, and construction, we as project managers know that the methodology of project management transcends all industries and it is important that we communicate that.  

Our approach was simple yet brilliant; think a PMBOK and Talent Triangle sandwich. With a defined list of the Knowledge Areas, the Talent Triangle categories, and a list of 16 industries, we defined our strategic approach, outlined topics, and identified industry experts. From Sports, the Arts, Emotional Intelligence, Marketing, Conflict Resolution, to Construction; we covered it all. With this approach, we were able to check multiple boxes:  

  • delivering fresh and interesting presentations 

  • aligning content to the new CCR criteria 

  • securing the most amazing speakers  

Needless to say, we received rave reviews from our members, who’ve shared their appreciation for both the diversity of the subject matter we covered and speakers we selected. We’ve said good riddance to status quo and hello to exciting, engaging, and cutting edge topics that showcase the true value and role that project management plans in every industry. 

Visit the Galleria Venue the 2nd Wednesday of every month to experience relevant and engaging presentations and to network with other PMI Houston Members.  Check out the Events and Meeting page to register for the next meeting! 

Galleria Venue 

HESS Club 
5430 Westheimer Road 
Houston, TX 77056 

2nd Wednesday of each month  

Pre-Dinner Presentation at 5:30 and Dinner Presentation at 6:30 pm