June 9, 1999

Take the project management quiz

Project managers are not elected, they are not certified, nor are they state licensed as managers. They are all promoted to the position, yet the qualifications are usually vague and written standards are usually non-existent. Some project managers are merely excellent technicians with a different title. Others are forced to waste their time working on the details that technicians should be working on because they don't have the staff they need.

The following quiz will help you determine your manager's abilities:

1. How does the project manager resolve problems?

Usually by identifying the cause, then solving the problem = 1; Usually in a panic = 0

Many simply dive into a problem and start emergency procedures. But even crisis management implies having a procedural plan and taking the time to implement it without panic. Disorganized emergency rooms are dangerous places.

2. How does the project manager deal with clients?

With a long term relationship vision = 1; Usually at a technical level = 0

Many simply pay lip service to "client relations," caring more about technical details and processes than with having clients satisfied after the job has been completed.

3. Does the project manager worry about company image?

Often considers it in making decisions= 1; Huh? = 0

This means going the extra mile -- after hours if necessary -- to make the company look good. It also means working to maintain or repair the client's perception of the company.

4. Does the project manager care about end results?

Usually with on-time, on-budget results = 1; Usually late and over budget = 0

Project managers who are measurement-oriented tend to focus on meeting deadlines, meeting budgets and fulfilling promises. Other managers are so concerned with the technical challenges that they lose sight of the big picture.

5. Is the project manager profit conscious?

Usually meets or beats profit margins = 1; Frequent writeoffs = 0

This is the dividing line between technical competence and management competence. It goes one step beyond budget and schedule compliance. Profit conscious project managers are always looking for ways to save the company money, without losing quality.

6. Is the project manager an effective coordinator?

Everyone on the team is on the same page, and it is the right page = 1; Coordination is chaotic = 0

Good chess players are able to look ahead several moves and sense an outcome. Excellent coordinators are able to look ahead and act upon the impact of new information. They contact people on time, and are able to predict the influence of changes. And they keep excellent records and document interactions.

7. Is the project manager conscious of risks?

Evaluates and balances risk and reward = 1; Risk taker = 0

Risk takers put the company in legal or financial jeopardy.

8. Does the project manager know how to prioritize?

Stays focused on the important = 1; Gets sidetracked = 0

The project manager who is always late may be spending too little time planning and too much time playing "catchup."

9. Can the project manager admit to a mistake?

Honest about errors = 1; Blames others = 0

We all make mistakes and the word "perfection" does not appear in any job description I have ever seen. The project manager who always has an excuse or always blames others is neither a team player nor a leader. Admitting a mistake takes maturity and character. But it also needs an organizational culture where owners and senior managers accept and forgive honest errors without acrimony.

10. Do people enjoy working with the project manager?

Brings enthusiasm to the work = 1; Moody or unfriendly = 0

No one likes working with a bored, anxious, tired, patronizing or uncaring person. Professionals are different. Even when they are having a bad day, they can put it aside and remain, friendly, sincere and upbeat.

Scoring:

0-4: These project managers need re-education. Perhaps another job title might work.

5-7: These project managers have potential, but need to be coached by someone more experienced.

8-9: These project managers are doing an excellent job, but need to work on their blind spots.

10: Top of the totem pole. My congratulations to these true professionals!

Previous columns:

• Planting the seeds of team loyalty, 05-12-1999
• How to fill a leadership vacuum, 03-10-1999
• Communication pitfalls: reviewing the basics, 01-13-1999
• 1999: a prelude to change in 2000?, 12-09-1998
• Winners create their own luck, 11-11-1998
• High performance organizations, 08-12-1998
• Accountability, or the power of positive ownership, 07-08-1998
• Coaching tips for managers, 05-13-1998