It has been 11+ years in the IT industry and 8+ years in Project Management. I wanted to share with all of you my experiences during these years. My approach may differ from yours, but these are the aspects I emphasize.
The Adrenaline Rush
When managing projects the first thing I realized is that when under pressure to deliver a project effectively, project managers experience an adrenaline rush of heightened excitement, focus, and energy. Many factors contributed to this rush, including tight deadlines, budget constraints, stakeholder expectations, and unexpected challenges. Project managers may find adrenaline rushes thrilling and stressful. For me, it is a mixed feeling as well. Only a positive attitude helped me overcome obstacles and achieve goals on the one hand and provided motivation and drive on the other hand. It doesn’t always come with positivity but sometimes it undermines long-term project objectives and results in burnout, poor decision-making, and loss of focus. In short, it can be challenging sometimes.
Another factor is to maintain a balance between caution and urgency. This is essential to managing the adrenaline rush of project management. If you work with a dedicated and responsible team it isn’t that challenging though. Just remember, being mindful of the risks and limitations of the project environment while remaining focused on the project goals and objectives is crucial. Organizing, managing time, and prioritizing tasks based on their importance and urgency are some of the key things. I am still learning in this area because you can’t predict what comes your way. No matter how much you plan, be ready for obstacles. Having a buffer time in the plan works.
The last thing I needed to remember during times of intense pressure was to take care of my physical and mental health. This includes getting enough rest, eating well, exercising regularly, and giving yourself breaks when it is necessary to recharge and refocus. This is a MUST. You’ll just need to figure out how to take care of them.
Staying Relevant
Not only in the IT industry but in almost every industry staying relevant is the key to maintaining a competitive edge. This industry also requires continuous learning and skill development, as well as keeping up-to-date with industry trends and best practices. Here are some specific tips I try to apply for staying relevant in project management:
Staying informed: I usually keep up with the latest news, research, and trends in project management by reading publications and attending conferences and seminars. This helps me stay informed about the latest tools, techniques, and methodologies.
Networking: Networking with other project managers, both in person and online, helped me stay up-to-date with industry developments and build relationships that led to new opportunities.
Continuous learning: Online training and certification courses to improve project management skills and knowledge. I learned a lot from being an Agile practitioner throughout my career. Because of the challenges we face in everyday work and the solution you can think of comes from experience and learning. Agile methodologies are becoming increasingly popular and a strong understanding is essential. Keep learning.
Embracing new technology: This is a tricky option to do for Project management because when you choose the company to work for you already chose the eco-system the company relies on. Sometimes it is Google, sometimes it is Microsoft and sometimes other third-party tools and some use custom-based tools based on the needs. So, it is our duty to stay up to date with the latest project management software and tools. I participate in seminars and get together to discover the latest software and tools that help us to stay relevant in the field.
Staying relevant in project management requires continuous learning and improvement. In addition, it requires a willingness to embrace evolving technologies and methodologies.
The Journey from Paper to a Real Application
The reason tops the list for choosing a field, honestly. First, the idea comes to you, you quickly write down what you have thought about and the journey begins with full-fledged documentation. Can you imagine the power of the document and the journey it will have toward real application in project management? If this is not fascinating, nothing fascinates me. To take a concept or idea in the document and turn it into a successful project, there has to be discussion, careful planning, execution, and monitoring. The journey from paper to real application is the only reason that keeps me hooked. This is a real high to me and I can proudly say this is the only reason I face the adrenaline rush. It keeps me motivated to stay relevant and is one of the main reasons I am in the industry.
Ultimately, the journey from paper to real application in project management is not an easy task but a challenging yet rewarding experience. This can lead to the successful completion of a project and the satisfaction of achieving project goals. The satisfaction it gives you when you have your first hands-on experience with your project is unforgettable.
Project management is ultimately about people management. While projects involve a range of technical tasks, tools, and processes, ultimately it’s people who are responsible for carrying out these tasks, collaborating with one another, and delivering the final product.
PM – The actual is People Management
I believe project management is ultimately about people management in general. While projects involve a range of technical tasks, tools, and processes, ultimately it’s people who are responsible for carrying out these tasks, collaborating with one another, and delivering the final product. The people here are my team members.
In my opinion, effective project management involves a range of people-focused skills, such as leadership, communication, negotiation, conflict resolution, and motivation. I need to be able to effectively communicate goals and expectations to my team members. I need to motivate them to perform at their peak and resolve conflicts or issues that arise along the way.
Ultimately, a successful project depends on the people involved, and my ability to effectively manage and lead them towards a common goal. By prioritizing people management, project managers can build strong, motivated teams that deliver high-quality work on time and within budget. Though it doesn’t guarantee you success all the time I think this is the right way to do it.
The most significant thing for me is that it can definitely be a difficult choice to prioritize between how you treat your team and how much you deliver on time. However, it’s worthwhile to remember that the two are not mutually exclusive and my next section is right about that.
Successful Delivery Rate vs Treating the Team Right
What is the measurement of the project delivery success rate? You may be questioned like this in interviews. However, for me, the right question is how you want to be remembered by the people you work with. Delivering successful projects all the time is appreciated by the company but the path you chose is highly regarded by the people you work with. When I retrospect on my life in the future, I want to be remembered for treating people right rather than for successful deliveries.
Treating my team members with respect, empathy, and kindness is the only way that I work, and I believe it actually contributes to the success of my projects. When team members feel valued and supported, they are more likely to be motivated, engaged, and committed to delivering high-quality work on time.
Having said that, timely deliveries are also significant for project success and the company’s reputation. However, it’s also advisable to recognize that the quality of the work is just as critical as the delivery timeline. Rushing to meet deadlines can lead to mistakes, rework, and ultimately a negative impact on the project’s outcome and the company’s reputation. What would your stakeholders choose, if you asked for a bug-free application after a couple of days or delivery on time?
My struggle as a Project Manager is finding a balance between treating the team respectfully and delivering quality work on time. This is crucial for project success. As a final point, I believe that prioritizing people management can actually contribute to better project outcomes and more engaged team members. So, treat your team right, they will take care of your project right.
Wow, darling …wonderfully expressed..impressive PMs (Not the other way) simply Project Management = People Management.
P.S : Anyone reading my comment expt the Author himself let me make it clear he is my only friend from childhood so, no offence I call him darling.