5 Practical Habits

for Todays
Project Manager
How to make a
successful impact on
teams and projects.

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 Table of Contents

Introduction .................................................................................................................................................................................................................... 03

5 Practical Habits for Project Managers

Be transparent......................................................................................................................................................................................................................... 04

Be a vigilant collaborator.......................................................................................................................................................................................... 06

Make ranged estimates............................................................................................................................................................................................... 08

Embrace uncertainty and adapt to change........................................................................................................................................10

Use data to make decisions..................................................................................................................................................................................... 12

Takeaway & sources ................................................................................................................................................................................. 14

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 Introduction
Almost every project could be done better, and an infinite quantity of information is
now available that could make that happen DAVID ALLEN

Were all project managers these days. Here are five essential habits to develop in
order to be an effective project manager:
Your title might vary, and you might not make

1
the final decision for your team but the work
Be transparent
you do and the skills you need are the same
ones that make great project managers.
2 Be a vigilant collaborator
Skilled PMs strive for results by motivating the
best work from their team. They collaborate 3 Make ranged estimates
effectively, ask the right questions, think
Embrace uncertainty
ahead and anticipate the twists and turns 4 and adapt to change
in the road while having the courage to
tackle a variety of challenging issues (from 5 Use data to make decisions
demanding clients to project surprises).

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 #1 Be transparent
A lack of transparency results in distrust and a deep sense of insecurity. DALAI LAMA

Why transparency matters

Accountability Unites and motivates teams
Transparency motivates people to deliver on Projects thrive when teams are informed
their commitments. When a project is visible and engaged. When everyone on a team
to the entire team, people rise to a higher has visibility and access into a project,
level of accountability and performance. theyre motivated by the sense that theyre
If your team mates are doing great work working for a common goal. Purpose and
on their parts of the project, its going to connection are two of the essential human
motivate you to do the same. needs.

No more bad surprises Builds trust with clients and peers

Projects managers dont like surprises; Transparency is the first step in gaining
stakeholders and direct management like trust. And trust inspires confidence.
them even less. Transparency means you Stakeholders need to trust that the team
cant hide the bad and the ugly in an attempt will provide visibility into the project and
to only showcase the good. Honesty rules, all its potential challenges as the events
and transparency makes for a truthful work unfold. When stakeholders trust a project
environment. team, theyll invest the resources needed to
do the best work.

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 #1 Be transparent

How to put transparency into action

Use collaborative and cloud-based project Dont be afraid to say I dont know.
management software and tools.
Dont get pressured into giving a random
Share the project schedule and keep it answer. Instead, say something like, Let me
updated and visible 24x7. and the team do some re-estimating and
Ill have an updated plan to you by 9 a.m.
Share the risk and issues with all the
stakeholders up front. Have courage. Be honest and direct about
any problems, and remember: Everyone on
Communicate problems early and your team wants the same outcome.
brainstorm solutions as a team.
Share a document and get feedback on it.
Listen to your team, share team members
ideas and be an advocate of great ideas. Be honest and direct about a seemingly
Also, give credit where credit is due. unsolvable problem. Its part of the job to
portray a realistic picture of whats going on.
Know when not to be transparent. Know
which information needs privacy (financials,
HR details, contracts) and then relax and be
an open book.
Engaged, happy employees are

TWO TIMES
more productive
than those who arent.

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 #2 Be a vigilant collaborator
No one can whistle a symphony. It takes a whole orchestra. H.E. LUCCOCK

Why collaboration matters

Better ideas, quicker solutions Keeps virtual teams on track
A great idea is usually born from a series of There needs to be one platform location
smaller hunches and notions. And most of (i.e., a cloud-based tool) where people can
the time, some of those hunches come from access projects and tasks, make comments,
different peoples brains. The more you can attach documents and see real-time
lasso those hunches, and come together with status updates. Plus, emerging Millennial
people who bring different strengths and project managers will expect to rely on
point-of-views to the table, the more likely you collaboration and communication tools to
are to hatch a really, really good idea from deliver across their virtual teams.
an elegant solution to a complex problem, to
a brand new shining product or feature. Plus,
youll get there faster as a group than as an
individual.

People forget about 40% of what they

Improves communication hear after 20 minutes. After one day, they
The powerful combo of collaboration and will forget nearly 70% of the information.
communication makes engagement and
work quality sky rocket. With consistent
interaction, teams get the job done rather than
procrastinate because no one seems to be
waiting, watching or even caring.

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 #2 Be a vigilant collaborator

How to put collaboration into action

Practice clear, honest and direct Use cloud-based project management software
communication skills. and collaboration tools that provide:

Model a collaborative, communicative culture: Real-time access to project status and

Ask questions, clarify goals, reach out to team team availability
members to share information and see how
Access to projects and tasks 24/7 from wherever
theyre doing.
someones working

Ask for feedback and input from everyone Commenting in the software rather than
involved. generating email strings
Document attachment and sharing capabilities
Keep lines of communication open between
An updated view of where all the projects stand
the team and the client. This will make
at all times, across time zones
everyone feel a part of the project and more
willing to share ideas.

The estimated jump The tools we use to communicate will change

in productivity thanks over time but the habit of open and direct
to todays social communication is technology-independent
technologies. and evergreen.

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 #3 Make ranged estimates
Plans are worthless, but planning is everything. DWIGHT EISENHOWER

Why ranged estimations matter

You cant make accurate Now, imagine youre asked to come up with
single-point predictions low and high range estimates for the work
based on best/worst case scenarios. Feeling
Unless your last name is Nostradamus, your
better? The estimation process suddenly
ability to predict the future will be based on
becomes easier. No more throwing a dart
logic and educated best guesses. Effective
and crossing your fingers!
project managers use ranged estimates based
on best/worst case scenarios to set realistic
expectations of a projects delivery date(s). Ranged estimates are realistic
and trustworthy
Two point estimation is easier, Ranged estimates capture uncertainty,
and reliable optimize predictability, productivity and the
bottom line. The result: a project rooted
Imagine that youre asked to estimate an
in reality, and an end-goal that the entire
end-date on a high-profile project that youve
team can believe in. Bonus: Making best/
never done before? Feeling stressed?
worst case estimates is a learning tool the
more you do it, the better you get at it.

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 #3 Make ranged estimates

How to put range estimates into action

Using project management software that lets you make two-point ranged estimates is an easy start.
Then, follow these steps no matter which PM tool you use:

1
Ask your team to provide a low and high end You can also make ranged estimates on
estimate for the work, keeping in mind all the remaining work, and continue to forecast
best/worst case scenarios possible. progress and delivery dates. This approach
alleviates any anxiety or pressure to be
correct in effort estimation.
2
 ake sure that the low and high estimates
M

39%
are realistic and based on the teams collective
experience. If youre not sure, ask around.

3 43%
Forecast best and worst case finish dates based
on the ranged estimation. If you have a project
management software that lets you make
ranged estimates, it will roll up all the individual
task estimations into the final project dates.

4
18%
Rinse and repeat for each task.

of all of all projects of all projects

projects fail are challenged succeed
(cancelled, not (late, over budget (delivered on
completed, or and/or with less time, on budget
delivered and than the required with required
never used). features and features and
functions). functions).

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 #4 Embrace uncertainty
and adapt to change
Its a bad plan that admits of no modification. PUBLILIUS SYRUS

Why planning for change matters

Promotes risk management up front to address these incoming
All projects come with a level of uncertainty changes, they respond with experience
thats life. Uncertainty can result in schedule and solutions, rather than with a
delays, poor estimates and a variety of reactive wave of panic. Your clients
unexpected change requests. Rather than and organization will love you for your
ignoring the issue, adopt solutions that savvy adaptability.
embrace and manage uncertainty and
youll be one step ahead of the game when
Being flexible provides better
those change orders come rolling in. customer service
If requirements arent completely
Its more productive to be proactive defined or a client shifts goals a few
than reactive months into a project, its OK! Project
Change is going to happen so make the managers have a customer service role
most of it. The requirements for software to play in addition to a delivery role.
projects are always evolving; a building Your client will value your team if you
might have an agreed-to design but general meet their changes by listening to their
contractors know there will be delays and plans, and then addressing the impact
hold-ups. When teams establish processes of the changes going forward.

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 #4 Embrace uncertainty and adapt to change

How to embrace change and uncertainty

Be more flexible. Identify risks and add extra time to the

Consider using an agile project management high point estimates.
style for smaller, faster-moving projects. Determine which portion of the project carries
Use time as a contingency buffer. the greatest amount of risk.

Implement the risky features first. Based on the identified risks, see where you
might need to allocate more time in the
If you can, keep the dates and change the scope. schedule. For example, add a time contingency
buffer of one week before a key milestone.
Add the extra time to the high estimation of
Speak with confidence and probability your best/worst case estimate. This is your way of
about commitment dates. accepting that the risk could occur, and making it
visible in your ranged estimations.
Use tools that support ranged estimates.
Incorporate tribal knowledge and past
Use data to predict finish dates with probability.
project expertise.
Show management how the project captures
uncertainty and plans for changes.

Agile rms grow revenue

37% FASTER
and generate 30% higher
prots than non-agile companies.

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 #5 Use data to make decisions
Even if you are on the right track, you will get run over if you just sit there. WILL ROGERS

Why data matters

Separates fact from fiction 011011 Gets buy-in and removes
101101011 emotional reactions
Project status reporting is a way to measure 01100011
(and balance) what you feel and what you 01101011
0101 By adopting a data driven approach, you let
011
know. Ideally, a project manager evaluates the data tell the story rather than depending
a projects metrics objectively to come to on unfounded promises to do everything
a subjective conclusion. However, some you can to deliver the project on time. Data
project managers make the mistake of instills confidence that the decision was a
avoiding project metrics and simply relying logical one rather than an emotional one.
on a subjective feeling to determine if a Pulling the plug on a failing project can be
project is on track or not. That practice will a tough decision as precious budgets get
not fly in the board room. wasted. By using financial forecasts, managers
can make better decisions to either cut their
losses or continue on after some project
management changes.

40% of companies have

NO RECOVERY PROGRAM
for troubled projects.

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 #5 Use data to make decisions

How to put data into action

Add schedule metrics, open issue counts and Indicate the number of planned vs
financial metrics to your status reports. completed tasks on the status report.

Ask for an updated remaining effort estimate Use burn down charts, baseline views,
based on the progress made. This is the most integrated project analytics or earned value
natural way for people to think about the future management to provide an objective view.
and minimizes the social pressure to give an
answer that conflicts with the data.

Give management target dates, not percent

completes.

17
% of large IT projects go so badly that
they can threaten the very
e
existenc of the company.

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 Takeaway and sources

The 5 habits in a nutshell

Habit #1: Be transparent Habit #4: Embrace uncertainty and
Builds trust, unites teams. Use collaborative, adapt to change
social PM software, communicate openly Flexibility promotes risk management,
and often and have the courage to be a proactive responses and better customer
truth teller. service. Use agile PM styles, make ranged
estimates and identify risks early on.
Habit #2: Be a vigilant collaborator
Collaboration leads to better ideas and Habit #5: Use data to make
quicker solutions. Ask questions, clarify decisions
goals, and nurture and promote an Data separates fact from fiction, gets buy-in
interactive culture for the team. from stakeholders and manages emotional
reactions. Add schedule and financial
Habit #3: Make ranged estimates metrics to status reports; use burn down
charts and baseline views to tell an objective
Two-point estimations are easier to make,
story.
more realistic and trustworthy. Make high
and low estimates based on best/worst case
scenarios and ask for feedback from the
teams collective experience.

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 Takeaway and sources

Sources
McKinsey and Company: The Social Economy:
Unlocking Value and Productivity Through Social
Technologies; Delivering Large-scale IT Projects
on Time, on Budget, and on Value.

TrainingZone: Is It Time to Forget About

Ebbinghaus?

Source: PM Solutions, Strategies for Project

Recovery

The Economist, Organisational Agility: How

Business Can Survive and Thrive in Turbulent Times

Standish CHAOS report, 2013

Gallup Poll

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