What research shows us, when assessing high performing project managers, is that planning as a competency is always present. We know that the process of estimation and planning is critical to the success of any project. The plan will guide the investment decisions, it tells us about the demand for resources, if work is on track and what functionality (deliverables) can be expected.

In addition to planning, high performing project managers are more likely to have extended personal and professional relationships within and outside their organizations. Not only will this give them more expertise to draw upon (by reaching out to your network), but when they need to interact with stakeholders to further the goals of their projects, they were more likely to have pre-existing relationships to draw upon. 

In her book: “Adaptive project planning” by Louise Worsley, she describes it as ‘social capital’ that experienced project managers build up and value in contrast to less experience project managers who are less likely to do so.

Project Management Professional Journey

When looking at the journey of a typical project manager who started out as a novice and has progressed to working on large, complex projects, they seem to progress through 3 distinct stages.

#1 Intuitive

At this stage, they able to coordinate and schedule small projects. People are chosen, because of having good organizing skills, an ability to get things done, and they could be relied upon. There is a recognizable aptitude for project coordination, explaining the phenomena of ‘accidental project managers’. 

The intuitive stage is where junior project managers build their confidence, and they begin to understand what works and what doesn’t. With their intuitive understanding and natural coordination skills, managers will perform well initially but are likely to struggle or even fail, as projects get larger and more complex. When more complex projects are given to them, they may feel ‘stressed,’ unable to cope. They often find the work-load is higher than they can manage.

#2 Methodological stage

At this stage they able to use a publicly repeatable process and plan medium-to-high complexity projects.  

These are processes like PRINCE2 or Project Management Body of Knowledge, from PMI. It is important to take note that applying a specific method to the project, does not guarantee success in its own right. It needs to be accompanied by a build-up of project knowledge and skills and the exposure and learning from experiences in a much larger variety of projects. 

At the methodological levels, for real progression to occur the range of experiences and responsibilities taken on starts to expand. A breadth of experience appears to be the basis upon which judgment is developed. 

#3 Judgmental Stage

At this stage they are able to structure and appropriately select from a variety of approaches to manage complex projects.

With larger and more complex projects, the critical skill is the ability to mix and match approaches. To have the common-sense to use tried and tested practices whenever appropriate, but to have the confidence to step off that path and structure new ways of working when these approaches are just not right.

During this stage, you will focus on big picture understanding and planning becomes part of shaping the engagements.

Matching Project Managers with the Right Projects

Organisations need to attempt to match the skills of the project manager to the complexity of the project. 

At the advanced level, change in behaviors and attitudes are necessary to run more complex projects. At this level, it’s about having experience, conviction of actions and perhaps even bravery. These project managers are working on high profile projects and must be able to face the challenges of operating under the very public scrutiny of many and senior business stakeholders. Their approaches must be backed by the experience and professional understanding which allows them to make judgments about how best to structure the project for successful delivery. These project managers understand that the structure of the project must be adapted to the characteristics of the project. 

One more essential ingredient, based on research, that seems necessary for experienced project/program managers to be successful, is the opportunity to work with a senior manager in the organization (taken under their wing) and having a mentor in the organization in the development of their career.

In conclusion, it is important to remember that project managers need a planning armory which include techniques, tools, tips and tricks. Keep working on using your judgment, and adapting to change in every situation to come up with the best approach to use for each project.

Resources: The Lost Art of Planning Projects, by Louise & Christopher Worsley