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Management is constantly evolving in the form of new methodologies, tools and complex approaches to help managers achieve more with fewer resources. While projects continue to play an important role in the workplace, the people who take care of them have evolved.
Today, project managers who have little or no formal training in project management assume responsibility for coordinating teams and steering initiatives while continuing to fulfill their technical roles. With these individuals participating in project leadership roles comes a unique set of benefits and challenges:
– The advantages: these managers are generally adept at execution and collaboration. They generally prefer fluidity to rigid constraints of scope, time and budget. They are usually more concerned with getting work done than optimizing processes. For them, optimization and documentation can be left for another day. These managers do not need elaborate plans, methodologies and cumbersome rituals to manage their projects.
– The challenges: At the same time, these functional managers are struggling to keep up to date and get a granular view of work progress. They miss opportunities to document learning and cross organizational boundaries. They also fail to ensure global visibility, and are often ignorant of how technology can enhance their action.
How to overcome these difficulties? Here are five management tips for successfully orchestrating the success of the job.
Really Focus on People. The problem is more about people than processes. Modern work management requires empathy, leadership and a collaborative, values-based approach. Stakeholders, team members, management and all other essential cogs need to be on the same page. To do this, it is essential to align everyone’s objectives with those of the current project.
Learn from experience. Largest The strength of a traditional project manager is the experience gained in the execution of projects. This is why many modern thinkers in this field believe that no project ever really fails. The knowledge and skills gained from a seemingly failed project ensure that the next project will be better.
People who are new to project leadership usually do not benefit from ‘such an experience because, unfortunately, much of the learning and knowledge gained from previous projects is often siled or hidden behind unnecessary red tape. This must change and knowledge must be codified and made easily accessible.
Break down organizational boundaries. While most projects are cross-functional and members of the team are loyal to their own department, all leaders should structure their teams so that allegiance shifts to the current business. It is only on this condition that people with heterogeneous skills will be able to really collaborate in the success of a particular project.
Go for transparency. The current business landscape requires a certain degree of autonomy and quick thinking for lasting success. Transparency is essential in this regard. Managers from functional backgrounds are naturally inclined to keep their knowledge to themselves, but that needs to change to achieve clarity.
Use technology. As functional managers who begin to take on project responsibilities feel comfortable in their role, they begin to experiment with established methodologies to optimize their processes and improve team performance. One way to achieve this is to harness technology in the form of intuitive, flexible and scalable project solutions that are increasingly available in the market.
A quality project solution is one that is easy to use from day one and can grow with the work team. It must be able to manage the increasing complexity of requirements while reducing the need for the project manager to constantly monitor the progress of the work.
Take the train of change in motion .
The undeniable truth is that management has evolved because attention has gradually shifted from traditional triple constraints. Increasingly, efforts – especially for internal projects – are not dictated by the budget. Likewise, varying scopes and flexible deadlines are becoming the norm. Today, individual abilities and successful collaboration within the team are more important than ever, and non-project management professionals are at the center of it all.
Suresh Sambandam is the CEO of Kissflow , a unified digital work platform allowing organizations to manage all of their work.
Article translated from Forbes US – Author: Suresh Sambandam