Project management is a complex and challenging task that requires a specific set of skills, knowledge, and experience. Even though executives know the personal characteristics and traits that project managers should possess, and even though job descriptions are often clearly defined, management may still select the wrong person for the job. In this article, we will explore the reasons why selecting the wrong project manager matters and how to avoid it.

Maturity and Hard-Nosed Tactics

Some executives consider gray hair to be a sure indication of maturity, but this is not the type of maturity needed for project management. Maturity in project management generally comes from exposure to several types of projects in a variety of project office positions. Applying hard-nosed tactics to subordinates can be very demoralizing. Project managers must give people sufficient freedom to get the job done, without providing continuous supervision and direction. A line employee who is given “freedom” by his line manager but suddenly finds himself closely supervised by the project manager will be very unhappy.

Availability

Executives should not assign individuals as project managers simply because of availability. People have a tendency to cringe when you suggest that project managers be switched halfway through a project. If the new project may have a higher priority and require a more experienced manager, or if the current manager is not meeting the expectations, a switch may be necessary.

Technical Expertise

Executives quite often promote technical line managers without realizing the consequences. Technical specialists may not be able to divorce themselves from the technical side of the house and become project managers rather than project doers. However, the project manager should preferably be an expert either in the field of the project task or a subject allied to it. Promoting an employee to project management because of his technical expertise may be acceptable if the project requires this expertise and technical direction, as in R&D efforts. For projects in which a “generalist” is acceptable as a project manager, there may be a great danger in assigning highly technical personnel.

Customer Satisfaction

Executives quite often place individuals as project managers simply to satisfy a customer request. Being able to communicate with the customer does not guarantee project success, however. If the choice of project manager is simply a concession to the customer, then the executive must insist on providing a strong supporting team. Executives run the risk of project failure if an individual is assigned to a project that he or she is not suited for.

Conclusion

Selecting the wrong project manager can have significant consequences for the project’s success. Therefore, it is important to choose a project manager based on their skills, experience, and knowledge, not simply because of their availability or customer demand. Companies should also provide training programs and opportunities for project managers to develop their skills. By taking the time to carefully select and develop project managers, companies can improve their chances of project success and minimize the risks associated with poor project management.