Becoming an accidental project manager  (Page 4/5)

So what went wrong?

The story above is not an isolated incident. Every day, scientists, engineers, salespeople, technicians, and countless others are thrust into the role of project manager. They're very good at what they do. In fact, they're typically the most technically knowledgeable engineers or the most successful salespeople. Now they're about to become project managers.

Actually it's probably appropriate to refer to them by their more popular name: accidental project managers . An accidental project manager is a person who is placed into the role by organizational necessity and chance, rather than by design or through choice of career path.

If you're an accidental project manager, one of the first things you should do is pause to consider whether or not you're cut out to be a project manager and try to determine whether it's what you really want to do. Why? Because if you do a reasonably good job leading your first project, chances are you'll be asked again. And again. And again. In other words, if you're finding yourself in the same position as John, you might be embarking upon a new career. You'd be wise to consider some of the pros and cons before saying yes to that career move.

The information, tools, and techniques described in this course will move you well along in understanding the mechanics of managing projects. But it's important that you enter this new world with your eyes wide open. With that thought in mind, let's take a closer look at what you might expect to experience as a project manager.

However John may feel about taking on his first project, the truth is that life as a project manager can be extremely rewarding. You'll find it to be different from almost any other thing you've ever done. It's complex, varied, and interesting. If done well, it can lead to a very strong sense of accomplishment. These are among the aspects that project managers identify as the main draws to the job.

At the same time, being a project manager will test you in ways you may not be able to imagine. You will become a focal point in the organization especially on high profile projects. Everyone will look to you for the answers, but you must be careful not to try to provide all the answers; after all, that's why you have a team.

Speaking of the team , one of the biggest shifts in behavior (and thinking) you'll encounter will be the need to rely upon others to get things done. In most cases, that's your team. You'll quickly discover that there's far too much for you to do alone, yet delegation will prove to be a challenge for you. Empowering others, and then trusting them to follow through, may be a bit unsettling. You'll find yourself uncomfortable with the idea that others are doing things for which you will be held responsible. You'll have lots of responsibility, but you'll be missing the authority often perceived as being required to discharge that responsibility.

John was given the responsibility for getting the job done but had very little authority to see to it that his decisions were implemented. This was reflected in his problems in recruiting project team members and evidenced in the fact that he could exercise only marginal control over Doug Black, the procurement specialist and the only other full time member. Project professionals typically have little authority to carry out their work. They have little or no direct control over those people and things that make the difference between project success and failure. Among your most valued tools will be the ability to persuade and influence, as you seek to form a group of diverse personalities into a unified team with commonalty of purpose.