Delegate Project Management Overload Away



Most project managers would say there are not enough hours in the day to accomplish everything the job requires, PMs who are under constant pressure to do more and are working 50 hour weeks to do their jobs well. Project management is a complex process.

To manage the demands of the job, project managers should skill up in using delegation. PMs who learn to delegate work load effectively will restore their work balance and have more free time to focus on the important tasks. If you find yourself reluctant to let go or if you are stuck believing it must be done by you to be done right, the following 5 tips are for you.

  1. Start Small - If delegation is new to you, it is best to start with a simple and somewhat small task. Don’t delegate an important, time-sensitive or complex project item just to get it off your plate. Select a task that has a clear project scope that you can clearly define and measure. Basically delegate the easy stuff to start.
  2. Choose well - Once you have chosen a project, task or milestone to delegate, select the right person for the job. Most importantly select someone you are confident has the skills needed to complete the task, and if possible, someone who’s skills or interests align to the task at hand. Knowing the strengths of team members can help you match employees with tasks for maximum success.
  3. Teach - Once you have your task and delegate selected, make sure you communicate the task and expectation to them clearly. Think through how you will explain the project or task and what tools you might utilize to teach your team member how you normally approach the task. Can you write down the steps you would take as guide? Should you take the time to show them how to accomplish the task? What tips, tricks and tools do you use? Can you create a template that can be used each time you delegate? In essence, think like a teacher and take the time to deliver a solid lesson.
  4. Let go (but not completely) - One of the most important keys to good delegation is knowing how to be available to help if needed but not to micro-manage. Once a task has been delegated to an employee or team member it is theirs to complete. This is often the hardest step to learn and one that takes the most practice. You will need to continually remind yourself to let go and to allow others to step in. Be prepared that your team member may not tackle the task in the same way you would. Be flexible and supportive to their process.
  5. It is simple, not easy - It is imperative that you expect delegation to be a bit painful at first. Just like any new skill, it takes time to master delegation. Plan for growing pains, frustrations and even set-backs along the way. It most likely may even feel like more work initially. Don’t give up too soon and remember that delegation will help you in the long-term if you can master the art, and that it does get easier with practice.

What is your experience and what advice can you dispense about delegating your work load? Please share in the comments section below.


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5 “Essential” Hard Skills for Effective Project Management



Project management organizations understand that hard skills are essential fundamentals for successfully landing projects. PMs know that effectively managing any project will require they have learned these skills.

Here are our Top 5 “Must Have Hard Skills for Project Managers.

1. Project Charter Preparation

Project charters are the blueprint for effective project management. They should be issued by management and they should provide a summary of the business opportunity the project is intending to capitalize on. However often management does not produce the charter and it is frequently up to the project manager to develop it.

A good project charter will define the purpose, objectives and the scope of the project. Project charters also include key details such as budgetary guidance, stakeholder lists and a timeline. They become a critical reference point throughout the project’s life cycle. PMs who become proficient in creating project charters will be better equipped for communicating with their project sponsors and for gaining stakeholder buy-in. Our five tips for developing this skill are:

  • Use the project charter’s development as an opportunity to engage your sponsor and stakeholders. Collaborating early will establish beneficial relationships that will help later on.
  • Be clear and concise – think one or two pages. A brief project charter will not only be better received by busy stakeholders, it will also help you communicate succinctly.
  • Include measurable, time-bound objectives that are realistic, easy to understand and simple to track.
  • Set the project’s preliminary timeline with a simple visual that includes key milestones and when they will be delivered. A good visual will be updated and re-used in status reports throughout the project's life.
  • Reuse project charter statements when communicating. This will help realign audiences with the important business objectives of the project.

2. Work Breakdown

Developing a work breakdown structure or WBS is a critical planning item in managing a project. Work breakdown structure’s help PM’s organize the scope of their projects and enable them to do a variety of project management tasks such as assigning resources and defining deliverables. Since a WBS forms the foundation for all cost and time estimations it is a crucial skill for any project managers to have in their tool box.

Project managers need to become skilled in breaking down all project deliverables into smaller work packages, a process called decomposition. Here are some best practices in creating a WBS:

  • Include 100% of the items required for successful project delivery in the development of your WBS – internal and external deliverable.
  • Lean on your team when creating a Work Breakdown Schedule. They will contribute valuable experience and perspectives to the process.
  • Leverage any existing models or templates that your group or company may have created in the past.
  • Using tools like mind mapping software for the decomposition process and will help you capture and structure the WBS.

3. Scheduling

Project managers know they need to produce a time based schedule of activities so they can set the order in which tasks will be completed. Over the course of the project their schedule will help them see each task, whether it has been completed, is partially done or still needs to be done. It will also allow project managers to see where there are dependencies so they can plan the most efficient path for delivering tasks.

Scheduling is a challenging part of project management and a hard skill PMs need to have. They will benefit from having completed a WBS document which will help set up the project tasks and estimate and sequence them on the schedule. Here are 5 tips to help PMs enhance their scheduling skills:

  • Add progress milestones as check points to the schedule and regularly check them.
  • Wherever possible put higher risk tasks closer to the beginning of your schedule, so you have more runway to manage delays.
  • Know the different types of duration counts that can be used for estimating task duration.
  • Baseline schedules after they have been created so you can compare the plan versus actual when you get into execution.
  • Anticipate that the project schedule will change as tasks or client needs fluctuate and have a process for handling changes.

4. Budgeting

Writing project budgets is an important hard skill for getting projects properly funded and for controlling them. A project manager’s ability to get approval for the necessary funding is dependent on the costs they forecast in their budget. An approved budget also forms a baseline against which actual costs can be measured against to determine if the project is on the right track.

Projects that go way over budget are often viewed as unsuccessful, even if they are delivered on time. Project Managers need to be skilled in forecasting and managing budgets. Here are a few strategies for developing project budgeting skills.

  • Consult with your project team and sponsor when estimating your costs. They have experience that may help you more accurately estimate.
  • After you have estimated costs, identify risks such as third party dependencies, depth of experience on your bench or unfamiliar technology, and manage this risk by adding padding to the budget.
  • Your budget should not just be the total costs of your project, it is the total cost + padding for risk mitigation.
  • Learn from similar budgets that your team or company may have created before, paying special attention to the areas that went beyond budget.
  • Protect your budget against any scope creep. Use your change management process and seek additional funding to cover any unplanned work that can ruin the budget.

5. Risk Management

Projects rarely go exactly as expected and stuff goes wrong along the way. Project managers who are skilled at managing unexpected obstacles plan for it. It is a hard skill that begins with trying to identify the vulnerable areas of the project and then assessing the probability and the impact to the project in worse case scenarios. Skilled PM’s should be able to determine which vulnerabilities require risk management strategies, and they include those strategies into the main project plan to mitigate the risk.

  • Understand how much risk is tolerable on the project. You will need to calibrate any risk management plans with this level of risk toleration.
  • Divide your risk areas into three categories, High Risk, Medium Risk and Low Risk. Create a mitigation plan for all High Risk vulnerabilities.
  • Execute recurring risk assessment exercises regularly through the life of the project as a way of monitoring for new risks that may have surfaced.
  • Identify positive risks and create plan in advance for capitalizing on these opportunities so they can be turned into favorable outcomes.
  • The costs for all risk management plans need to be built into the budget early.

You may also have noticed that many of the hard and soft skills we have listed here are interrelated. Project managers will need to employ many different skills, particularly as the complexity of their project increases. Those who have the right combination of expertise and experience will be valuable in any project focused enterprises and all PMOs. Any PM who effectively utilizes some of these hard and soft skills will greatly increase their chances of success. At the same time they will also be improving their own personal brand amongst colleagues, clients and management.

Becoming proficient at project management will mean that practitioners are constantly adding to their existing skills with new best practices and techniques. Doing so will not only help them become more successful at their project management career but it will also help them stand out as high performers in the broader organization.

Also a recent MIT-Sloan Report reveals that at the enterprise level, ecological considerations have led to greater success for business.



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Guide to Project Management Skills in the Enterprise




Project Management skills are in high demand across many industries. As the velocity of enterprise business continues to increase, companies are under pressure to deliver projects within tighter deadlines, on schedule and with the high level of quality customers and partners expect. To do this, they need skilled professionals to define project requirements and implement them, plan and budget, orchestrate schedules and resources, manage project timelines and to simply be leaders.

The title of project manager (PM) is so broad these days, that it covers many different functions and specialty areas. However, there is a fundamental set of skills that will help any professional manage their project successfully.

The PM ‘to-do’ list

It is hard to pinpoint exactly what a project manager's role is these days. Many people who may not have the Project Manager title in their job descriptions are also accountable for managing or leading projects. Regardless of title, industry or specialty, there are certain duties they must do. At the core, anyone managing a project will have to:

  • Understand the project’s objectives and requirements
  • Create a project estimate
  • Break down the project and plan it
  • Set and re-set expectations accurately
  • Manage project members and other project resources
  • Proactively communicate with stakeholders
  • Manage risk and changes

Landing the ‘to do’ list

It doesn't matter how you ended up being responsible for a project and whether you are a project manager by title or not. What matters is that you are the person accountable for getting everything moving in the same direction, at the right time, within budget while managing employees, clients, managers and risks.

To do this well requires a balance of hard skills, such as accurate estimating, and soft skills, such as managing relationships with stakeholders. Skilling up in both of these areas will help project managers not only be successful on current projects but also distinguish those who are on a project management career track.

Next, we will look at some of the critical hard skills and soft skills that make project managers successful.

Soft skills for hard projects

You may have heard the term “soft skills” used around the company. The term may have been used to describe the characteristics of a person which enable them to work well with others. For example, things like a person’s communication style, their ability to motivate others, how they build working relationships, how they manage conflict and their level of patience and perseverance.

Companies recognize that these traits enable their employees to work with colleagues, clients and partners, easily and collaboratively, to achieve a common goal. These characteristics are important success drivers for project related organizations and although they are difficult to measure in their PMOs or teach in the employee development curriculum, companies know these soft skills are critical for any employee who is accountable for a complex project.

Read our "5 essential soft skills for good project management".

Hard Skills

Hard Skills are easier to measure and easier to teach than soft skills. They are the technical abilities and techniques required to fulfill the duties of project management. For example, the ability of a project manager to deliver tangible things such as accurate estimations, schedules, work breakdowns and budgets. Or, proficiency in using project software, creating metrics and creating reports.

Project management organizations understand that these hard skills are essential fundamentals for successfully landing projects. PMs know that effectively managing any project will require they have learned these skills.

Read our "5 essential hard skills for good project management".


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5 “Must Have” Soft Skills for Project Management



Project focused organizations and teams value soft skills because they help with the successful delivery of almost any project, particularly projects that require cross organization collaboration and projects that are complex and risky.

Here are our Top 5 “Must Have Soft Skills for Project Managers

1. Emotional Intelligence

In the enterprise, this soft skill describes a Project Manager’s self-awareness, their social awareness and their relationship awareness. Broadly speaking this means the ability they have to recognize their own emotions, as well as the emotions of the others contributing to the project. It is on our “must have” list because it includes the skill of regulating emotions in the right way, at the right time so PMs can handle challenging situations calmly and objectively. Developing this soft skill will enable PMs to:

  • Find common ground and build trust more easily with the people and stakeholders involved with the project.
  • Read the emotions of team members and empathize better.
  • Anticipate team dynamics by seeing how team members are interacting verbally and non-verbally.
  • Be open and adaptable to internal and external changes by staying focused on the big picture.
  • Be aware of personal stress and team stress and mindful of how this impacts productivity.

2. Ethics and Integrity

Of course ethics sounds like a no-branier on any list. However in the project world being honest about intentions, consistently transparent, accountable, and reliable in delivering commitments are hugely important things. It is number 2 on our list because each PM is actually a leader, and integrity is a sought after leadership quality in the enterprise.

PMOs recognize their project managers are not only representing the project they are working on, but also representing the company to their clients, executives and partners. For PMs, developing muscle around ethics and integrity also strengthens their personal brand within the team, and importantly, with management and customers. Here are some focus areas to strengthen this soft skill:

  • Accountability for keeping and delivering commitments you made.
  • Keeping actions consistent with your principles.
  • Taking on tough issues directly and honestly, especially when things go wrong.
  • Establishing a proactive communication process that is fiercely transparent.
  • Consistently making decisions fairly, without favoritism or prejudice.
  • Taking ownership and responsibility of the end result without shifting blame.

3. People Management

The key to delivering any project successfully is the people on the project team. Beyond the project team, a project manager will also need to be engaged with outside contributors, stakeholders and other people related to the project. Managing all the people involved in a project will require PMs draw on some of the previously mentioned soft skills such as self-awareness, the ability to empathize well, good communication and the ability to form trust based relationships. Ultimately the PMs mission is to move projects forward successfully. This means managing people - managing up, managing down, managing laterally and managing beyond the organization.

It is a broadly studied subject with many experts who know a lot, however, in the PM world having competency around People Management is so critical that it makes it onto our Top 5 “must do’ list. To develop these skills, here are 12 disciplines Project Managers can by attention to:

  • Stand up for your team always.
  • Clearly communicate a project vision and it’s goals.
  • Inspire and motivate others to secure their commitment.
  • Keep people focused on the big goal.
  • Create an environment where people cross-collaborate easily.
  • Support by removing barriers others may have.
  • Be personally engaged with all people involved in the project.
  • Share information transparently and receive information openly.
  • Stay positive and refrain from any complaining.
  • Handle personality differences by focusing people on achieving the task.
  • Tailor your motivational techniques to each individuals needs.
  • Manage up openly and often to avoid surprises.

4. Adaptive Communication

Developing a consistent, clear and proactive communications style is a “must do.” The ability to communicate anything about the project - plans, ideas and reviews – to anyone related to the project - staff, clients, partners and executives - in a way where you are heard, understood and recognized is critical for the success of your project.

Recognize that not all audiences are the same and the ability to flex communication styles and content so to deliver the right messages to the right audience at the right time is a valuable and important soft skill for project managers. Failing to adapt communication styles may compromise a PMs ability to influence executives, cooperate with partners or orchestrate cross organization teaming.

For example executives don’t want to see PM level details in a project review, rather than a high level summary. And vice-versa, project staff can’t operate on high level summary rather than a detailed project report. Project managers who are aware of the needs of each audience will be mindful of how best to communicate to them. Being proficient in adapting communications requires project managers:

  • Are aware of what is most important to the colleagues, staff, clients, partners and execs they are communicating with.
  • Flex their communication styles on-the-fly to fit the needs of their target audiences.
  • Are competent with multiple communication vehicles and can match the most the efficient medium for each audience.
  • Anticipate which issues could be triggers for their audience and are prepared to handle tough discussions.
  • Listen deeply, without emotion and are open to what is being communicated back.

5. Listening

What? Yes, listening made our PM “must do” list. Focused listening is a powerful soft skill in project management and one that is actually more difficult than it sounds on the surface. Many people say they are great communicators, but few may say they are really good at deep focused listening. Busy project managers are not prepared to do this kind of listening every day. It requires a disciplined effort to listen with a strong intention to understand what is really being communicated.

Listening deeply is an interpersonal skill that, not only helps PMs build trust with others, but also can help them detect un-anticipated risk early. For PMs some practices that can be incorporated into their daily work rhythms include:

  • Going into discussions prepared to listen without distraction.
  • Apply patience by not interrupting others and pausing before responding.
  • Avoid making assumptions or jumping to conclusions.
  • Ask probing questions that enrich the discussion at the right moments.
  • Try to be aware of what purposely may not being communicated and why.

Unlike hard skills, soft skills are difficult to teach and therefore it is difficult for enterprises to provide effective training. For some PMs soft skills come naturally; others will need to learn them but they can be learned. Learning begins with awareness and a desire to improve. With awareness, PMs will see others around the company using soft skills and pay attention to those who have mastered one or several soft skills. But like anything it requires practice to improve, and those who apply a consistent focus on one or several of these soft skills will improve as Project Managers.


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7 Simple Steps to Get Underperformers Back On Track



Building a high performance team requires full participation and engagement by all members. As a successful project manager, it is critical to utilize the best from each and every one of your team members. Underperforming team members will hinder productivity and can put project deliverables at risk.

The project manager job is a management role that is responsible for successfully delivering a project as planned. Likewise, team members are also responsible for delivering the assigned work, at the expected standard. If a team member does not meet the performance standards, as manager of the project, you must address the risk that person brings to the project.

By utilizing the following communication and management strategies, you can evaluate the problem and try to help low-performing team members get back on track. Here are 7 simple questions that can be asked to evaluate a performance problem.

  1. The What - Does your team member know what they have to do? Have you clearly documented the roles and responsibilities for this individual? Are the objectives specific and measurable? Have you been clear in both verbal and written communication?
    Try asking: “What do you think the core mission for your job is?” or “What are your key deliverables for this role?
  2. The How - Does your team member know the performance level expected of them? Have you been deliberate in explaining and modeling the expected level of performance? Do you provide ongoing feedback, noting both the areas of excellence and those that need improvement?
    Try asking: “What do you feel your key strengths are?” or “Are there any areas you feel you need more training or guidance?
  3. Look Back - Has your team member performed that task correctly before? If the answer is yes, it means that questions 1 and 2 have affirmative answers, too. An affirmative answer to this question may show that a recent situation may be causing the performance issue.
    Try asking: “It appears that something has changed with your work. Can you tell me what you think is different?
  4. Outside Issues - Is there something happening in your team members' personal or professional life that may affect his/her performance?
    Try asking: “Is there something going on at home or outside of work that is consuming more attention than usual?
  5. Recent Changes - Have there been recent changes in your team members' job requirement? In this case, it may be necessary to provide some additional training, or perhaps the changes have negatively impacted their attitude.
    Try asking: “How are you feeling about the changes to your role?” and “What are the best parts and worst parts of the change?
  6. Right employee, wrong role - Is the under-performance simply a case of misalignment? Meaning is the employee an asset to your team but in the wrong role? Is there a different role on the team that might be a better fit? Can you change the scope of their role?
    Try asking: “What parts of your job are you enjoying?
  7. Lack of Skills - Does your team member have the right training and resources to enable them to perform at the expected level? Try and look at the situation from their vantage point.
    Try asking: “Do you have everything you need to complete your tasks?” or “What would you need to be able to do your best work?

Remember to follow-up with notes or documentation after any conversation with team members about low performance. Be specific in your follow-ups and focus on hard data, making sure to avoid any emotions, assumptions or opinions. You may also want to suggest a plan to improve the performance issues. Your plan should be measurable and time bound.

Use these strategies to address any performance risks quickly before they can impact the team or the overall success of the project.


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