Project managers typically have the requisite project management skills (managing scope, objectives, time, budget, resources, risks, etc.). However, a critical success factor is that of ensuring the customer experience is holistically managed. To do so, the project manager must be highly skilled in managing the “people factor.”

Can you relate to the following statement: “If it weren’t for the damn people, managing projects would be easy.” In my experience, I’ve too frequently observed project managers getting caught like a deer in the headlights. Does this look like you, or someone you know?

In this two part article, we will discuss the following 10 hard-hitting principles and techniques to ensure project managers avoid this unfortunate situation:

1. Know your Customer
2. Demonstrate critical skills
3. Own the Customer experience
4. Seek criticism
5. Religious inspection required
6. Bad news does not get better with age
7. Accept blame / give praise
8. It is not only what you say but how you say it
9. Keep the monkey on your back
10. Manage new players

Know your Customer

A customer is anyone who depends on you, whether paying for your services directly or indirectly. This could be senior management at your firm, or a client’s firm; other groups within your organization; the end-user directly impacted by the outcome of the project; or any other of a number of stakeholders.

Why is the customer important? Because it is the customer who pays your mortgage, your car payment and the bill for your kid’s braces. If you, as a project manager, cannot make this connection, then you can stop reading now.

In short, a key to success in project management is managing the “entire customer experience.” And, the customer includes EVERYONE on your project team.

Demonstrate critical skills

Before you can get people to follow you, there are a core set of skills that you must consistently demonstrate.

Time Management - The most basic element of project management is that of managing time. Before you can manage the time of others, you need to manage your own. Effective time management not only leads to greater efficiency, it demonstrates commitment and ensures expectations are met. The key factors of time management that project managers must live by include:

1. Establish your priorities (what is critical and what is not).
2. Arrive at appointments on time, every time.
3. Complete tasks on time, every time.
4. Do what you promise you’ll do.
5. When conflicts emerge, refer to item 1 (above).

If you don’t manage your own time, you are in no position to manage others’.

Interpersonal Management- Project management requires working effectively with and through other people. To do this, you must be able to relate, build rapport, ensure clarity of communications, obtain commitments from and resolve conflicts with those you depend upon. As a project manager, you know that there are politics, hidden agendas, time constraints, competing priorities, unknowns and the pressures of expediency. To navigate these realities, you need to be an expert in the area of Interpersonal Management. While there are many facets of interpersonal management, project managers must live by the following:

1. Open discussions with a general reference to the topic (why are we here?).
2. Clarify and confirm your understanding - prior to seeking to be understood.
3. Manage differences by establishing common ground and the merits of each person’s position. Then, explore ideas.
4. Close discussions by reviewing agreements and next steps.

Organize information for maximum impact- As a project manager you are in the position of influencing people from many disciplines and levels, internal and external to your firm. Doing so requires that you organize and present information to achieve maximum impact with the intended audience.

Regardless of the breadth and depth of your project, an executive summary of no more than 2 pages is a must. To be clear, you’ll need to include the details (which may be 5 to 5,000 pages long) as back up, but the executive summary must be short and to the point. Key items to include in an executive summary are:

1. What was the objective
2. What did you learn
3. What are the options
4. What do you recommend
5. What are the next steps / what do you need from us?

Other factors to consider include: Are you delivering good news or bad? Do you want to present a conclusion first, then back it up or build up with details to reach a conclusion? Your audience is your CUSTOMER…you must know your customer and think about how to get the desired reaction from your message.

Public speaking- Oral communication is a critical skill for project managers. You need to be able to carry your message via the spoken word to an audience of 4 or 400. You may have heard the statistic that people are more afraid of public speaking than death. If you want to excel at project management, get over it and get help! A suggested resource is Toastmasters (www.toastmasters.org).

Own the Customer Experience

As project manager, you need to continuously deliver value by answering the customer’s question “What have you done for me lately?” Too frequently, the customer only hears about issues that arise. While issues are bound to arise in any project, the project manager must ensure issues are not the customer’s focal point, by reinforcing value delivered and progress made. This can be done via progress reports and status meetings. It is crucial to share business benefits (needs fulfilled) not just features/functions of the solution. Back up the benefits by quantifying “the numbers” that support the project ROI.

Realize that for the customer, perception and reality are the same. If you don’t holistically manage your customer’s experience (constantly promoting benefits and progress), your customer’s focus will naturally gravitate to “other” input received. This other input may be from naysayers who paint a less than desirable picture of the project, or you!

Seek criticism

As a project manager, your primary focus is on aligning necessary and available resources to perform a set of inter-related tasks to achieve an intended outcome. You are required to be optimistic (we can do this, by this date) and realistic (trade-offs that may be required to achieve the goal). With that said, you need to constantly take the pulse of the members of your team to ensure you are in sync with options and approaches to achieve the goal.

During a project team meeting many years ago, after I made a particular statement, one member of my team tilted his head, and with a quizzical expression said “OK, you’re the boss.” Hearing this, a project manager could “puff-up” and say (internally) “you bet I am, and this is the direction we are taking. I’m glad these people are lining up.” Wrong…Luckily, my response was “Did I just say something stupid?” With further prodding, I was able to solicit input that was crucial to the project’s success. A principle to follow here is: “People may not tell you (the emperor) that you are naked.” As such, you need to be open to, listen for and seek criticism and other ways of thinking!

These four principles are an important start for any project manager who recognizes the importance of managing the entire customer relationship. The remaining techniques will be discussed in the second article of this two-part series.

Craig Bailey is President and Founder at Customer Centricity, Inc. Customer Centricity is a business consulting firm that drives programs to improve customer satisfaction and retention, and operational efficiencies. You can reach Craig at craig@customercentricity.biz or at 603/491-7948. Craig offers an initial (no-cost) brainstorming and strategy session to review challenges and opportunities that your firm is facing, and shares pragmatic approaches for you to consider in addressing your most pressing business needs. Company: Customer Centricity, Inc.