Projects could be simple or complicated. If the Projects are complicated we could still manage to make it successful by applying the principles of Project Management. But what if the Project Manager itself is complicated? The easiest and most effective solution for saving the project in such a scenario is to change the Project Manager. But to make it possible, the management should be able to identify such Project Managers well in advance before any irreversible damage is done by them.

It is possible to identify such Project Managers by monitoring them actively and/or passively. PMC2The most prominent trait of such managers is their propensity towards micromanaging all activities associated with the project. Such managers are normally poor in planning and delegating the work among the team members, which not only affects the pace of the project but also demotivates the team and oozes out their confidence.

The y do not believe in the capabilities of team members and attempts to interfere in areas which require specialist intervention. They have a bloated ego which makes them brag about themselves and considers that they are the only ones who knows the job. Another trademark characteristic of a complicated Project Manager is the lack of clarity and visibility of the project activities within the Project Team as well as among the stakeholders. Adequate amount of transparency is not maintained by such Project Managers which devoid the project of trust and team spirit. This also affects the project quality and the documentation standards resulting in to confusion and conflicts at all stages of the project.

PMC10.2

On some occasions they dominate the team members with the power and authority of the Project Manager to such an extent that the concerned team member is forced to deliver results to meet the Project Manager’s requirements rather than the Project Specifications. Neither any consideration is given to the standard practices and procedures to be followed nor any effort is made in this direction and add value to the Project.

A complicated Project Manager never respects the Project Organization and actively involves in nepotism and organizational politics. In fact, more often than not, it can be seen that their projects do not have a stable Project Organization at any stage or phase of the project. The roles and responsibilities of the project team members are not clearly defined and their designations are based on the whims and fantasies of the Project Manager.

Project Managers of this kind normally possesses only shallow domain knowledge but tend to project themselves as the master of all trades to impress others. They will be shameless in claiming the credits for the efforts of the team and blame the team for any failures. They tweak the organizational procedures in order to meet their selfish goals and survive through their ability to manipulate. Their relationship with client depends on factors beyond professional reasons and often resorts to unethical practices while dealing with suppliers.

Complicated Project Managers thrive in organizations by misguiding the management and displaying false knowledge. They are not only harmful to the project but also to the organization. It is therefore very important for the management to ensure that necessary checks and balances are included in the Project Management processes of the organization to identify such complicated Project Managers so that necessary corrective actions could be taken for the benefit of the organization and the success of the Project. A sincere self introspection would reveal that some of the characteristics mentioned in this article are applicable to us also and earnest efforts may be required to change it at the earliest before it affects our career adversely.

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