Personal Characteristics and Attributes<\/span><\/strong><\/p>\n This McLaughlin and McLaughlin<\/strong>\u2019<\/strong><\/a>s<\/a> Project Professional’s<\/strong> post is the fifth in a series<\/a> of discussions regarding current challenges with the staffing aspects of your project management team.\u00a0 The focus is on the managerial aspects of human resource planning and acquisition<\/strong>.\u00a0 This post (like Part 4, our last post) addresses acquiring<\/span> the human resources (people) or staffing.\u00a0 In this case, we focus on acquisition of the project manager<\/span>.<\/strong> This acquisition of project manager<\/span><\/strong> resources will be the subject of several posts over the next several weeks.<\/p>\n A key action, many believe that this selection\/acquisition (the project manager<\/span><\/strong>) is the most important activity in staffing the project management team.<\/p>\n In past posts<\/a>, the acquisition strategies have been discussed and evaluated.<\/p>\n This, the first post on acquiring the project manager<\/span><\/strong>, will address the personal characteristics and attributes that are important in a professional project manager<\/span><\/strong>.\u00a0 Before looking at sources for a project manager<\/span><\/strong> candidate, one needs to settle on the key characteristics (personal and other) that are needed in the specific project and the project execution strategy for your project.\u00a0 From past posts, it has been asserted that enterprise environmental factors are key inputs.\u00a0 These factors influence the characteristics and attributes that are needed for a project within your organization.<\/p>\n Please Remember<\/span><\/strong> \u2013Teams of people [not machines and not software]<\/strong> build projects.<\/strong> Consequently, if you cannot acquire the requisite staffing, you are not prepared to execute the project [at least as planned].<\/p>\n Please Remember<\/span><\/strong> <\/strong>\u2013<\/strong>This is a team, not a group of individuals.<\/strong> Have you noticed that so many sports teams with superstars rarely win championships?\u00a0 Further, have you noticed that championship teams have few, if any, superstars?\u00a0 It is the project team, not the individual that must be staffed and developed.\u00a0 As they say, there is no \u201cI\u201d in team.<\/p>\n Sources that are used in this post are:<\/p>\n Project Management Institute [PMI]<\/strong> is the largest and most prominent public organization dedicated to advancing the cause of professional project management.\u00a0 Within the PMI<\/strong> program, they offer a Project Management Professional [PMP]<\/strong> certification.\u00a0 This certification requires experience and testing as well as a recertification process\/requirement.\u00a0 The author [George T. McLaughlin]<\/strong> has been a PMP <\/strong>for many years.<\/p>\n LinkedIn<\/strong>, the prominent social network, has a discussion group for Project Manager Professionals [PMP<\/strong>\u2019<\/strong>s].<\/strong> This PMP<\/strong> group requires membership.\u00a0 As such, most (if not all) members are PMP\u2019s<\/strong>.\u00a0 These members are experienced practitioners.<\/p>\n Within this group, J.R. Gilkinson, PMP, ITIL has posed the discussion challenge:<\/p>\n \u201c<\/strong>In one sentence, please describe what asset or quality makes a GREAT Project Manger!\u201d<\/strong><\/p><\/blockquote>\n The discussion group members\u2019 responses to this simple question reveal the personal characteristics and attributes that the professionals see as important.\u00a0 Here are some of the many (700+) comments (emphasis added):<\/p>\n \u201cKathleen Donavan<\/a> \u2022 A great PM inspires the team, stakeholders, support staff and customers to be all that they can be in order to drive business success.\u201d<\/p>\n \u201cJohn Mueggenberg<\/a> \u2022 the ability to focus the often conflicting viewpoints<\/span> of stakeholders, management, and team members to a ?successful project completion. (Successful: on time, on budget, & on scope)\u201d<\/p>\n \u201cLoretta Edmond<\/a> \u2022 someone who is passionate about helping the team<\/span> they are working with maximize their potential in meeting the objectives of the project.\u201d<\/p>\n \u201cAliyu Sanni<\/a> \u2022 A great project manager must forward plan, collaborate and communication effectively<\/span> with all the project stakeholders<\/span>\u201d<\/p>\n \u201cMohamed Sabu, PMP<\/a> \u2022 A Great PM should be a good risk manager<\/span> to make the project achieve its objective and key for risk management is communication and integration<\/span>.\u201d<\/p>\n \u201cBrian Balboni<\/a> \u2022 A great project manager maintains the focus of all participants<\/span> upon how their activities combine to produce a product or service which delivers the business value of the project’s goal<\/span>.\u201d<\/p>\n \u201cGladston Dsouza<\/a> \u2022 Positive Attitude<\/span>, Truthful approach<\/span>, Correct awareness\u201d<\/p>\n \u201cDean Savovi?<\/a> \u2022 Well educated in all project management disciplines<\/span> and to know a little bit about the business process being implemented with excellent soft skills<\/span>.\u201d<\/p>\n \u201cMark Robinson<\/a> \u2022 The foresight to anticipate risks<\/span>, the flexibility to problem solve out of situations that develop, and the people skills<\/span> to implement the solutions.\u201d<\/p>\n \u201cJonathan Piersol<\/a> \u2022 The great PMs have the ability to visualize the intended product<\/span>, continually communicate that vision<\/span> to their project team and successfully create an atmosphere that fosters goal-oriented progress<\/span> that meets the scope, budget and time constraints of the project.\u201d<\/p>\n \u201cInnocent Okafor PMP<\/a> \u2022 A great influencer, who is able to set goals<\/span> and lead team<\/span> until they reach the desired goal<\/span>.\u201d<\/p>\n \u201cRodrigo Nanjar\u00ed<\/a> \u2022 Effective communications<\/span> and leadership<\/span> !!\u201d<\/p>\n \u201cWilliam Sanner<\/a> \u2022 A great project manager is a good communicator<\/span>, has patience<\/span>, flexibility<\/span>, a tolerance for ambiguity<\/span>, and solid training<\/span>.\u201d<\/p>\n \u201cMohamad Zahid Ibrahim, PB, PMP\u00ae<\/a> \u2022 Effective leadership<\/span> that culminates in meeting the project objectives<\/span>\u201d<\/p>\n \u201cAl Cruz PMP, MA<\/a> \u2022 Communicator<\/span>, Communicator<\/span>, and Communicator<\/span> plus effective leader<\/span>, and planner<\/span>. If questions refer to the communicator in chief<\/span> with the project. Clarify the confusion\u201d<\/p>\n \u201cCarla Long<\/a> \u2022 A great project manager encourages the growth of the team<\/span> by allowing them to learn from their mistakes<\/span>, while continuing to keep the quality of the project<\/span> in the forefront of everyone’s minds.\u201d<\/p>\n \u201cRichard Eason<\/a> \u2022 A PM communicates<\/span> (listens, speaks, understands<\/span>, is understood<\/span>) what needs to be orchestrated (with the team and stakeholders) and facilitates<\/span> the progress to completion.\u201d<\/p>\n \u201cTodd Osborn MSM, PMP, CHS-III<\/a> \u2022 Social skills<\/span> and effective communications<\/span> are the foundation for all successful PMs.\u201d<\/p>\n \u201cSuzanne Mohammed<\/a> \u2022 The best project managers are the one’s who’re able to manage stakeholders’ expectations<\/span>, and perform the 3-Ates – Communicate<\/span>, Co-ordinate<\/span>, and Motivate<\/span> … not to mention keep a level head and a sense of humor!\u201d<\/p><\/blockquote>\n Kerzner<\/strong> <\/a>addresses the subject in (among other places) Chapter 4 (page 148) under 4.3 SKILL REQUIREMENTS FOR PROJECT AND PROGRAM MANAGERS.<\/em> Several of his key attributes are:<\/p>\n Do you notice any consistencies and\/or inconsistencies between the practioners and Dr. Kerzner?<\/p>\n In the next post, we will address additional issues in selecting and acquiring the project manager<\/span><\/strong>.\u00a0 A strong and well qualified project manager will heavily influence the success of the project.<\/p>\n In the past eight years, M&M<\/a><\/strong> has program managed<\/span> or project managed<\/span> five large and complex projects.\u00a0 The capital investment value of all of these projects exceeded (individually) $100 million dollars (USD) and several exceeded $300 million dollars (USD).\u00a0 Further, these projects included engineering, professional consulting, procurement, construction and other project phases.<\/p>\n Good luck and let us be realistic and professional in the acquisition of the project manager for your project management team.\u00a0 You must acquire an individual with the requisite quantity and skill-sets needed to implement your intended project execution strategy.\u00a0 Otherwise, the execution strategy must be changed.\u00a0 This is part of the interactive planning process.\u00a0 M&M<\/strong> <\/a>wishes you happy reading and good luck in your project management challenges and endeavors.<\/p>\n It is important to note that McLaughlin and McLaughlin [M&M]<\/a><\/strong> is not a law firm and is not intending to provide legal advice.\u00a0 M&M<\/strong> <\/a>is a consulting firm providing (among other services) non-legal expertise in dispute resolution and litigation support.\u00a0 The Resource Center<\/a> is for the convenience of blog visitors and M&M<\/strong> <\/a>does not offer this for commercial purposes.\u00a0 For further information on M&M<\/strong> <\/a>services, please see<\/em> <\/em>www.McLaughlinandMcLaughlin.com<\/a><\/em><\/strong>.<\/em><\/p>\n <\/em><\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p><\/blockquote>\n <\/p>\n <\/p>\n Personal Characteristics and Attributes This McLaughlin and McLaughlin\u2019s Project Professional’s post is the fifth in a series of discussions regarding current challenges with the staffing aspects of your project management team.\u00a0 The focus is on the managerial aspects of human resource planning and acquisition.\u00a0 This post (like Part 4, our last post) addresses acquiring the 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