WHAT MAKES A
GOOD PROJECT MANAGER?

of

NO.	TRAIT*	DESCRIPTION*	MY ALIGNMENT
1	Command authority naturally.	In other words, they don’t need borrowed power to enlist the help of others – they just know how to do it. They are optimistic leaders who are viewed in a favorable light and are valued by the organization.	I am a confident and gregarious project manager who understands that success only come as the result of team effort.
2	Possess quick sifting abilities, knowing what to note and what to ignore.	The latter is more important since there’s almost always too much data, and rarely too little. Ignoring the right things is better than trying to master extraneous data.	It is easy to get overwhelmed in finance working with complex products like derivatives, CDOs, and securities. While channel expertise is critical, sometimes product specifics are immaterial and a simple framework will suffice (i.e. "Take Widget 1 from Point A to Point B".).
3	Set, observe, and re-evaluate project priorities frequently.	They focus and prioritize by handling fewer emails, attending fewer meetings, and generally limiting their data input.	As a software development project manager I learned quickly that requirements can change quickly, and to be prepare to change direction.
4	Ask good questions and listen to stakeholders.	Great project managers don’t just go through the motions. They care about communication and the opinions of the parties involved. They are also sufficiently self-aware to know how their communication is received by those stakeholders.	I've found that my ability to deliver projects is directly correlated to the rapport I have with the team, and their confidence in my abilities. This is established by asking the right questions and truly listening to(and understanding)the answers.
5	Do not use information as a weapon or a means of control.	They communicate clearly, completely, and concisely. All the while giving others real information without fear of what they’ll do with it.	Its always essential to ensure the core project team has the information required to execute. (SUPPLEMENT: In today's environment, its also important to restrict information to only the people who are authorized to have it.)
6	Adhere to predictable communication schedules	…recognizing that it’s the only deliverable early in a project cycle. All this takes place after very thorough pre-execution planning to eliminate as many variables as possible.	Variety is the spice of life but it adds unnecessary complexity to project execution. I know people rely my project communications to do their work. I try to never be the bottleneck.
7	Possess domain expertise in project management as applied to a particular field.	It’s not just that they have generic project management skills; they have a deep familiarity with one or multiple fields that gives them a natural authority and solid strategic insight.	After 10 years in financial services, my domain knowledge is strongest in financial services (technology and operations for Global Markets businesses)
8	Exercise independent and fair consensus-building skills when conflict arises.	But they embrace only as much conflict as is absolutely necessary, neither avoiding nor seeking grounds for control of a particular project segment.	I've worked on high-sensitivity projects where stakeholders are not inclined to cooperate. In most circumstances a mutually agreeable solution can be found via dialog. Sometimes, further direction is required from executive management.
9	Cultivate and rely on extensive informal networks inside and outside the firm to solve problems that arise.	They identify any critical issues that threaten projects and handle them resolutely (vs. ignoring them).	This is perhaps the most frequently-reinforced lesson of my career. You never know when you may need to tap the expertise of a colleague from a former project. Its much better to proactively maintain those relationships than come asking for favors out-of-the-blue after years of no contact.
10	Look forward to going to work!	They believe that project management is an exciting challenge that’s critical to success. The truly great ones view project management as a career and not a job, and they treat it like so by seeking additional training and education.	Every day I am reminded again of why I chose a career in project management. I am especially drawn to the challenging nature of complex enterprise projects, the ability to employ my acquired knowledge and learn new skills, and to work closely with stakeholders who are the top professionals in their field. Whats not to love?
As a supplement to the list above, I've added a few additional self-identified traits that have proven equally helpful to my ability to deliver projects successfully.
NO.	TRAIT	DESCRIPTION	MY ALIGNMENT
A	Be a Utility Player	Wikipedia defines a Utility Player in sports as "someone who can play several positions competently, a sort of jack of all trades". In project management the same versatility can be beneficial to a project manager and his/her ability to keep projects on track or advance them to the next stage.	I've been described as a "hands-on project manager who is willing to get those hands dirty in project work." Sometimes project teams require assistance executing their deliverables - without which the project may delay or derail. To the extent that it is appropriate I am willing to take-on addition project-related responsibilities (e.g. analysis, programming, documentation, etc) if it will help to advance the project.
B	Advocate Sound Project Management Practice	Project managers don't just "do their jobs", they also serve as ambassadors for the PM profession and it's standards of practice. Poor execution can discredit not only your reputation, but that of the profession as well.	I've worked with many people who didn't fully respect the practice of project management. I've been called a "process guy", "bureaucrat", and been told to "get out of the way" multiple times. This is part of the job. The best counter to this insular view is simply to execute and deliver in a professional manner. The results will speak for themselves. In most cases they'll even call you back to work on the next project.
C	Execute Locally. Think Globally.	There appears to be a trend to embrace the Enterprise Project Management Office (EPMO)concept to ensure alignment of departmental projects to enterprise objectives. Research shows that this	I've worked with many people who didn't fully respect the practice of project management. I've been called a "process guy", "bureaucrat", and been told to "get out of the way" multiple times. This is part of the job. The best counter to this insular view is simply to execute and deliver in a professional manner. The results will speak for themselves. In most cases they'll even call you back to work on the next project.