What makes you different from the next Project Manager?

Jose M. IT Project Manager Open to Opportunities Top Contributor Think about it for a second. Not all PM's are alike. Some may have great PM skills in managing but lack good social skills. On the other hand, some may have great personalities but with fewer polished skills. What sets you apart from the next PM? What do you believe you have that gives you that advantage, that edge? For me, I believe I bring great communication and charisma to teams. I bring that enthusiasm that allows me to motivate people while being empathetic to their needs. People I work with know I am not afraid to get my hands dirty and genuinely care about what they think. What about you?
I like and agree with your style. I come from the front lines of development, thus, have the technical knowledge to help motivate and guide the team members in their solutions. Using negotiation skills in order to help build ownership is one of the keys for order in the team as well as Project across functional teams. Placing the right question will get people thinking often leading to a solution and ownership of same. Of course the sooner the issues are negotiated the better for all concerned including the stakeholders. I have trust from my team for my style is based on mutual respect as well as honesty in reaching the targets. For me, holding steady on these two points, mutual respect and honesty, will always lead to a solution. The speed of the solution naturally depends on the partners in the project and their willingness to address the issues sooner or later. I would say that a great way to differentiate yourself from the next PM is having the ability to manage project risks. Good project risk managers anticipate the glitches before they happen. Awareness of the surrounding ,and clearly understanding the scope. I deliver per the customers expectations. do agree with Mr.Salem Abusaif - It means he should processes both social and personal capital - = human capital- which includes a high level of skills in both. Calmness in the face of the storm. Yes, differentiate yourself.... soft skills are the best way to do so. Anyone can learn earned value and the other skills associated with PM and becoming a PMP. But knowing how to negotiate, resolve conflicts, inspire high performance and keep yourself motivated -- that takes emotional intelligence, and not all have developed those assets. If we look at the athletes competing in a race, what is the differentiating factor between them? What makes one athlete better than another? Continuous improvement! That is how we should differentiate ourselves in any area, not just project management.

Emotional Intelligence, ability to build bridges quickly, actively listen to the concerns and suggestions of team members, capturing all the tasks, even the little things that are needed for successful completion of the project make up a successful PM.

If we look at those athletes, Continuous improvement may be a cause for one being better, but at the core of the winner is passion. One of them wants it more, and pushes harder than the others. In managing a project, the passion to succeed should be the driver and that passion will be evident in the PM. As a personal differentiator, I am diverse and driven by a passion to find a way, my diversity has allowed me to see projects from multiple angles and adapt to the needs of the moment with a vision towards the whole. I am thankful for experience, training, education, and taught skills, but everyone can have those to some degree. Since I have had diverse roles I can be a diverse communicator and I feel communication is key, as you stated, in keeping individuals acting as a team. The diversity has also lead to adaptability, since I have been involved in both technical and non technical projects, I have found that engaging people and process often means adapting. Projects and businesses (and people) are not cookie cutter cutouts, and almost every one is special in some way. (This could be a book, those of us that have been around for a while and done a significant number of projects as well as other roles could probably fill tomes.) I mold effective leaders and productive teams.

I love solving problems that involve strategy and numbers, and I like using software to do it. I'm a big MS Project fanboi. But perhaps everyone here is. I guess my value add to the field is that I am able to take private sector PM methodology and bring that into the development sector, where I now live, and where this is sorely needed.

My EMI Emotional Intelligence - Mission - Inclusiveness makes me as unique as my Project. I am inclined to agree with Terry that soft skills best differentiate you from other PM's. Most clients and team members assess PM's mostly on those, even if its not intentional... of course whilst still managing your deliverables timeously. Effective Relationship management / defining success with key stakeholders / bold / effective Risk management and being a people person. I agree with the soft skills assessment. I think most people can learn how to manage a project, managing people is a whole other set of skills. I bring enthusiasm to my projects and build great teams to support me in delivering the objectives.

Personality and approach to different scenarios. No 2 people or PM's are the same. I have seen 2 PM's approach the same situation in what they think is the same, but there was a significant difference in execution and was purely down to who they were. Suffice to say that the outcome was also different I make great coffee :) Totally agree with Terry Schmidt. Communication what PMI emphasis is part of soft skills hence Influence skill is very important for a PM. Also, understanding of the project necessary for a PM. Firstly I must appreciate a very good question which will definitely enhance this particular domain . I agree with Mr.Andrew to extent and for me there are many qualities through which a project manager can perform at maximum and those are knowledge of what to do,how to do,how to make it done,when what whom and how to speak,forward looking wise in decision making loyal to project and proactive.

The counsel of years.

My answer is exactly what you would expect. It's certainly not the 'textbook' answer. I would describe my difference as a deep, personal, vested interest. I am a second generation employee at a trucking company. My dad was a dockworker, driver, dispatcher and I grew up around that side of the business. I have a love for it and the people involved in it. I have always worked in Company Operations or Information Services. My project work has been centered around driver's handheld computers, onboard computer systems, billing systems, cross-dock/warehousing systems. Anything the people actually moving the freight would rely on to do their job. I know a lot of the pople working in that area of the business, so I personally as well as professionally want the projects to succed for my 'friends and family' in the business. I believe I have great organizational, planning, and communiations skills. But the defining factor has to be the deep, personal, vested interest. A willingness to listen to all other team members and allow them the freedom to express their points of view. End of the day it is the PM's decision on what to do and how to execute but listening to the members of the team often brings unexpected and useful approaches to solve issues. The other thing that can make a PM desirably different is the ability to successfully identify and them mitigate causes to problems and unexpected issues that adversely impact the project. A successful problem solver is always a good person to have onboard. To make a Difference and be unique is really a key in success. Success can be measured in different ways -quantity or Quality!!:) Depends on the perception. Everything is relative. What really makes a difference is ? Go-getter If you are a Project Manager-you should be able to get things done wherever you are or whatever you are!!:)))) a. you should not worry about small small things

b. do not make a mole out of mountain. c. Try to be pro-active d. Try to be always positive e. Be alert-open, listen and learn to adapt to environment f. Communicate well in advance!!:) not at the last minute These are some of the keys to make a difference wherever or whatever you do -this does not apply only to Project manager -this applies to anything to make it success Recently laid off Sr PM for custom homebuilder now reviewing my brand. Clients in home building expect communication. That is my strength. My motto is that at least 85% of problems relate back to inadequate, untimely or lack of communication. Secondly, my brand entails relationship building and trust with co-workers, clients and subcontractors. My goal is WOW service.

There's no such perfect PM and there will be a better or worst PM. But be a faithful PM. Whenever no way out you know who can help.

Your communication style, how you interact with the team, and how you execute as a servant leadership. No two PMs are equal, and a differentiation that may be advantageous in one situation may be a burden in another one.

The ability to see the issues from a global view, and having the tools to resolve any problem whatever the size of it (NO Panic).

The ability to see the issues from a global view, and having the tools to resolve any problem whatever the size of it (NO Panic).

International Project Manager, PMO Setup I could say amazingly good things that supposedly make me better than others. But would you believe me? Simply ask my clients and colleagues. Manuel B., Andrew S. like this

Tim Tim Murphy, PMP Experienced Project Services Program Manager and Certified Project Management Professional at Protiviti I think the difference between a good project manager and a great one is steady leadership and communication skills - being able to deliver the difficult messages, being able to keep all team members motivated, being able to adapt and not panic when hiccups.

Mike Mike Poniatowski, PMP I.T. Project Manager/PMO Manager at Lear Corporation What may make me different from other project managers is my ability to influence others in a highly functional settting.

Walt Muta Walt Muta - I get it done No fluff Project Manager Intuition, instincts, willingness to do what needs to be done - despite the plan. Guts to make difficult, unpopular decisions. Foster good working relationships to get it done. Conduct uncomfortable, difficult conversations. Boldness. The core of the project is its uniqueness. Though the deliverable is unique in nature to meet the objective, there are few impressions that we would have made during its execution. Few of them could be 1. How we make the people to more fit for the organization's future needs? When we have people working on our project, they would be concentrating more on delivering their responsibilities. It is PM's duty to make them better fit for the future 2. The organizational level assets - How these assets would give more RoI for future

3. The processes and culture that we turn-out In a crux, when the project manager goes out of the project, other than the project & project manager should have accumulated some additional value to themselves, which the PM should lay the foundation

Keith Keith Millar Construction Project Manager Top Contributor I have a tremendous sense of humour and I believe that not only makes my performance better but encourages my entire team to adopt a far less stressful approach which in turn creates a far more productive team effort.

Abdul Rahman Abdul Rahman Hammour Owner at A R Solutions Toronto Canada what is written above from PMs shows how many real professional PMs in the group, this was amazing full of information and experiences, thanks to all and thanks to Jose who posted it.

Pat Pat Hill Project Manager Consultant at Discover Card

I give the best bribes! It's amazing what a fresh baked chocolate chip cookie from the cafeteria will do in terms of bumping my tasks ahead of everybody else. Starbucks coffee cards and deli cheese cake are good too. You just have to get creative. Screw the teamwork rah-rah... cut straight to the good stuff..... Bribes! Keith M., Manuel B. like this

Doris Doris Barrett, PMP Senior Program/Project Manager, Pro Serv (Contract) at Juniper Networks Jose, Excellent question! Jay, a great response that I totally agree with. Yes, mutual respect and honesty is key.

Mukund Mukund Mohan, FRM, PMP, SCPM Director of Consulting - State & Local Government Solutions & Professional Services Top Contributor Just the virtue of being MUKUND MOHAN

Mike Mike Poniatowski, PMP I.T. Project Manager/PMO Manager at Lear Corporation I have the ability to influence others in a highly functional business setting.

Guy Guy Dionne, P. Eng., EMBA, PRINCE2 Directeur technique chez SNC-Lavalin Since negative emotions can scale up a situation, it is foremost important to remain balanced and put ourselves in the shooes of your counterpart. Then you can process into the situation without getting stormed into it. If you believe you can do it at the moment, then revert the discussion tomorrow. It is always better to let it calm down a little not too long to make things better. Belinda S. likes this

Asif Asif Lodhi Consultant at Lahore Stock Exchange (G) Ltd. I have seen many project managers who do not take the ownership. In my humble opinion, a PM should own the project's success or failure. If he/she doesn't own it then he/she is not a true PM.

Andrew Andrew Smith Program Manager: Commonwealth of KY IT Consolidation (I.3) Top Contributor @Asif - I agree, but is that what makes you better?

Peter Peter Bennett Management Consulting Professional Top Contributor Given that a large number of varied hard and soft skills are essential for good project management, I agree with key words from Jose and Walt - great PM's can make the unpopular decisions and have the charisma to carry it through

Asif Asif Lodhi Consultant at Lahore Stock Exchange (G) Ltd. @Andrew I posted my comment because some time ago there was a discussion in this group or some other one about who to blame for a software project failure - of course, the project manager is responsible for success or failure of a project. Nobody else can be blamed. Good project managers accept the failure as a lesson, own the failure and try to do better the next time - bad managers just do not want to own it and love passing the buck. I find always find it funny when I see a PM trying to hold somebody in his/her team responsible. In my case, I'd like to say that I strive for continuous learning and improvement both in PM and software engineering and that my experience and knowledge are my greatest strengths. I certainly prefer the synergy of industry-specific knowledge, expertise and experience with PM. Andrew S., Ramesh Ch. M. like this

Andrew Andrew Smith Program Manager: Commonwealth of KY IT Consolidation (I.3) Top Contributor @Asif - I agree. It is interesting to see how people place blame.

James H. James H. Dobbins, Ph.D., Esq. Engineer at MITRE Good risk management skills, good communication skills, good soft skills, learn something new every day, ability to create confidence in yourself among the team members, strategic thinking skills, continuously executing and updating the project plan, integrity, respecting the individuals in your organization, treating professionals accordingly, having the backs of your team members, expecting the best from your team and settling for nothing less, publicly recognizing good work. Jose M. likes this

Manuel Manuel Berlanga Project Manager at TEKsystems It is not what it make us better, it is what it make us different! We are not necessary better than other PMs, but one PM may be better for a given project or organization because individual treats, knowledge, and style.