Notes

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16.8 And Finally …

To paraphrase Conan Doyle's detective Sherlock Holmes, viewed in groups human beings are highly predictable, but with individuals one can only guess at what comes next. The guidelines presented in this chapter, as well as insights sprinkled throughout the book, are intended to sensitize you to the dynamics you can anticipate in your role as project manager. Understanding the culture and individuals where you work, having an undiluted sense of purpose, and being patient and tolerant of all circumstances create an attitude that will appreciably enhance your effectiveness as project manager. The better practitioners of our craft remain focused on the taxing and sweaty business of:

• Gathering information and keeping it current

• Constantly rallying the team around scope

• Delivering a quality product on the customer's behalf to the beneficiaries

It is an extremely satisfying yet anonymous and frustrating job. Just when you think you have it all figured out, new information or changing conditions give you cause to doubt previous beliefs or assumptions. This does not mean you missed something. In fact, you will make yourself dizzy worrying about that, even though it is often true. This profession is a one-day-at-a-time occupation, so what was true yesterday matters only if it is true today, and remains probable for tomorrow. I have come to understand that:

• Adjusting to changes, in reality, is my primary focus.

• Analyzing why a condition changed, or if it was misperceived to begin with, is a great lessons learned exercise to be taken up when the project is completed.

This is why I recommend being agnostic about technology, as well as ever curious about stakeholders' motives, because the guiding facts of your professional duties are subject to change from the day you sign on to the day you sign off.

I feel responsible for representing the project, but I sometimes struggle to make sure it is the project's agenda, not my own, that I advance. You must be prepared to adapt to changes you may not like, as would be the case if something you resisted as scope creep gets blessed by senior management as a new or revised requirement. It is best to stay mindful of this. Do not emotionally invest too heavily in project specifics. This includes relationships with stakeholders, which are sure to blow hot and cold over the long haul.

Do not expect much in the way of accolades. If you need them, this is not the job for you. One of the sports television clichés states that a well-officiated sporting event is one during which you hardly notice the referees. This means they do not interrupt the flow by turning the game into a personal showpiece of rulebook enforcement. Even when they step in, hopefully it is to tag someone for unfair or inappropriate behavior that, if left unabated, would unfairly influence the outcome.

Similarly, the project manager has to be all eyes and ears; he or she has to get the project back on track when the project's integrity is threatened by the dysfunctions of the team, the institution, or the technologies. A significant challenge to the project manager is to know when and how to intervene but, for the most part, as they say, just "let them play." The other trick is to recognize that it is your coaching, as described throughout the book, which minimizes your need to be the referee, too.

If this author's intent counts for anything, you will benefit from many of the ideas presented in this book. I enjoyed putting this together with that outcome in mind, and learned quite a bit myself while doing so. And finally, best wishes on your current or next adventure in complex IT project management!

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