BE A PERSON OF YOUR WORD

Written by Sharon Dalton Williams


There is an adage my father used to tell me allrepparttar time - "You're only as good as your word." In other words, when it comes right down to it, it doesn't matter what you've said; what matters is what you do.

This past week I've had two experiences where people have not kept their word, and I have to tell you, I was thoroughly frustrated by these. One of these experiences revolves around a printing job I am having done by a local printer. When I entered his print shop on October 15 to discuss my job and sign on with him, he impressed me.

I explained what I wanted, and he told me he would call merepparttar 106761 next day with a cost estimate forrepparttar 106762 job. I leftrepparttar 106763 premises happy. The printer had said allrepparttar 106764 right things.

I didn't receive a callrepparttar 106765 next day. On day three I called to follow-up. He said he had not gotten to my estimate, but would call merepparttar 106766 next day (day four). No call day four; no call day five. Onrepparttar 106767 following Monday, I called again to follow up onrepparttar 106768 status ofrepparttar 106769 estimate. I was told byrepparttar 106770 assistant thatrepparttar 106771 printer was out of town until Wednesday. I was no longer happy.

Whenrepparttar 106772 printer returned, we discussedrepparttar 106773 matter andrepparttar 106774 estimate, and we set a date of November 2 for me to pick up my print job. I wrote it down on my calendar. I calledrepparttar 106775 day before to make surerepparttar 106776 print job would be finishedrepparttar 106777 next day as arranged. He had not startedrepparttar 106778 job because he thought he had another week to do it. I still don't have my job.

The Perfect Project Manager

Written by Richard Lowe


I've been working inrepparttar computer industry now for over 23 years. During that time, I've hadrepparttar 106760 unfortunate circumstance to work under many incompetent project managers. I don't meanrepparttar 106761 word incompetent as an insult - it's just that inrepparttar 106762 Information Technology industry, we tend to promote programmers, engineers and analysts to management and supervisory positions and, well, just expect them to do well.

I've never really understood how anyone can expect a person who is trained as a programmer to suddenly be able to manage a project. It takes years and years of specialized training to become just a good project manager, much less an excellent one. In fact, I would say, having managed my own share of projects, that this is one ofrepparttar 106763 downright hardest things anyone can do.

Think ofrepparttar 106764 skills needed to understand a project - this meansrepparttar 106765 project manager must have enough programming, analytical, design and engineering knowledge to be able to scope out what is needed to get it done. Now, of course, comes an even harder part -repparttar 106766 project manager must estimate when it will be done (and God help him if he's wrong). He must then manage all ofrepparttar 106767 other people and resources involved, keeping them onrepparttar 106768 correct track toward reachingrepparttar 106769 target. If anything crops up,repparttar 106770 project manager must troubleshoot and correct it, quickly, before things get out of hand.

So what arerepparttar 106771 things that make for a good project manager?

Takes Responsibility - A good project manager completely understands that he is responsible forrepparttar 106772 project. You will not hear things like "that's Joe's problem" from him.

Responsibility means to be accountable for something. The best project managers have no problem with saying "I made a mistake". The poor ones are always looking for who maderepparttar 106773 mistake. The worst project managers find anyone they can who can takerepparttar 106774 blame.

Is in Control - One ofrepparttar 106775 absolute worst things that you can hear from a project manager was "you were supposed to ...". Whenever I hear this from a so-called project manager I want to scream, "but you arerepparttar 106776 project manager - it's your job to be in control".

That's probablyrepparttar 106777 key point ofrepparttar 106778 project manager and his key duty. He or she must be in control ofrepparttar 106779 project. Everything must be known at all times. Delays are understood and handled before they have a major impact. Weak areas ofrepparttar 106780 plan are firmed up with additional personnel or resources.

Has a large variety of skills - Good project managers have an understanding of all ofrepparttar 106781 components of their project. If programming is involved, then they can program. If it's an engineering project, thenrepparttar 106782 best project managers understand engineering. This does not mean they are excellent at those tasks - it means they understandrepparttar 106783 skills, knowrepparttar 106784 language ofrepparttar 106785 technicians and have a working knowledge ofrepparttar 106786 fundamentals.

This is absolutely necessary because without that knowledge, a poor project manager will make stupid errors and ask people to do things which are not possible or practical. This is, in fact, a fundamental reason why many projects fail -repparttar 106787 project manager does not understandrepparttar 106788 project which he is managing. This causes his people to lose respect for him, and sooner or laterrepparttar 106789 project spins out of control.

Understands people - The very best project managers do not have any problems working with people. Projects are estimated, analyzed, programmed, created, documented, and worked on by people at all levels. Therefore, if a project manager does not work well with people, he is fighting a losing battle.

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