Now he’s back on TV, and as any fan of The Apprentice will know, it’s often the case that when the role of project leader is on the line, many of the would-be protégés suddenly go very quiet or introduce themselves very enthusiastically… perhaps in part due to naivety!
Now, I know the show is pretty far removed from what actually happens in real life, and his version of the ‘Project Manager’ role might be too, however this situation highlights how leading a team involves a certain amount of responsibility and interpersonal skills, as well as ‘sticking your neck out’!
While mishaps along the way may not mean the equivalent of a ‘fast track to a boardroom showdown’, project management can be quite stressful because when projects fall behind schedule, or go over budget, or even fail, then it’s usually the Project Manager who must be held accountable… “You’re fired” comes to mind… rightly or wrongly!
Below are some situations and the differences in how ‘The Apprentice Wannabes’ generally handle them and how the PRINCE2 Method and/or the APM Body of Knowledge (APM BoK) would handle it…
Situation
The team disagrees, and two or more in the group cannot agree on what would make their solution acceptable.
The learner’s response
The naive project leader arrogantly opts for what he thinks is the best solution, because after all, he is the task manager and obviously in charge. No matter what the result is, or what it looks like, he just creates ‘something’!
Response PRINCE2/APM BoK
The Assignment Manager must apply appropriate interpersonal skills such as conflict management and negotiation. (APMBok).
Create a task product description that indicates the agreed scope, purpose, and acceptance criteria for the solution. Raise an issue and escalate to the assigned Board to resolve any conflicting requirements if agreement cannot be reached and the situation is beyond the control/competence of the Project Manager. (PRINCE2).
Situation
No one knows what they are supposed to do and why, or who they are supposed to interact with about what.
They all have very different and conflicting ideas and compete with each other instead of working collaboratively as a team.
The learner’s response
They just aimlessly continue with the work they think the Project Manager has instructed them to do and then collectively blame the Project Manager when it turns out to be wrong and the result is unacceptable!
Response PRINCE2/APM BoK
Agree the scope and objectives of the task and the desired result (APMBoK & PRINCE2).
Have a clear reporting structure with clearly defined roles and responsibilities, supported by an effective communication management strategy (PRINCE2).
The PM must manage the dynamics of the team through the four typical phases of his life; Formation, storm, normalization, execution, for example, the ‘Tuckman theory’. (APMBok).
Situation
The team admin is unable to get a team member to voluntarily perform a task assigned to them. They are demoralized and frustrated by the lack of guidance provided.
The learner’s response
They argue, ignore each other and then betray each other a bit. The task can end up being completed but often deliberately wrong and/or incorrectly!
Response PRINCE2/APM BoK
The project leader must apply his motivational skills by identifying what will motivate that particular person to perform the task and also apply the appropriate leadership style to suit the situation, for example, autocratic or democratic (APMBoK).
If the situation still cannot be resolved, please raise an issue and escalate to the appropriate Project Board member to resolve it, e.g. (PRINCE2).
Situation
Team members are in the wrong ‘social role’ for their personal strengths. They have different needs, understandings, and incompatible strengths, and as a result, tasks are being done poorly or not at all.
The learner’s response
The entire team stresses out, argues, and blames each other for their mistakes and shortcomings. Everyone looks to the Project Manager for guidance and then blames the Project Manager for their lack of leadership!
Response PRINCE2/APM BoK
When initially building the team, apply a social role model such as ‘Belbin’ to find out what the different strengths of people are, and then design the team based on the best mix and balance of roles. Motivate and lead the team taking into account and balancing the needs of each individual, the team and the task. (APMBOK).
Granted, the above are somewhat negative and potentially stressful situations, but any Project Manager would know that such situations usually come with the territory in the case of poorly managed tasks! However, delivering a well-managed project on time within the agreed budget, and producing a deliverable for a company that meets your expectations, is fit for purpose, and capable of generating the expected benefits, can be highly satisfying and motivating.
Having a number of successful projects as well as internationally recognized and industry accepted associate qualifications on a CV can be a significant career boost. It may even have helped those budding trainees with their TV show interview stages…as ‘PRINCE2 Practitioner’ has been seen by those eagle-eyed viewers on more than one CV during the previous series!
So what do you need to know to get ahead in this profession?
You will certainly need to distinguish your PRINCE2 from your Prince Charles! But what does it take to be a good leader?
• Can you apply the correct leadership style (eg knowing when to be autocratic or democratic) given the situation?
• Can you negotiate effectively?
• Are you good at managing and resolving conflicts?
• Can you motivate and direct people to get the most out of them?
• Do you know the factors to consider when designing and developing an effective project team?
Do you know about health, safety and environmental management?
Do you understand a procurement process?
Can stakeholder management be applied?
These are just some of the ‘broader’ aspects of project management that are not covered in detail in
PRINCE2… but why not considering key areas of knowledge and competence required of a Project Manager?…
…because PRINCE2 is a generic project management method designed to apply to any type of project in any environment, while the broader aspects of project management may differ depending on the type of project and environment, as well as the preference, skills and ability of the Project Manager. For example, not all projects will require procurement and other aspects are ‘how’ to do something, while PRINCE2 concentrates more on ‘what’ to do and ‘why’, leaving the ‘how’ to each organization depending on the type of project being managed. Such additional aspects of project management should therefore be ‘added’ and applied within your PRINCE2 framework as required. They will perfectly complement the PRINCE2 method, thus creating a COMPLETE project management environment.
So this is where having a good understanding of the APM “Body of Knowledge” (APM BoK) and having the associated APMP qualification will help you to be a more effective Project Manager and will “complement” your PRINCE2 Practitioner qualification because the APM BoK covers broader aspects of project management that are critical to the success of a project.
To find out more about what it takes to become a project manager and how to gain internationally recognized associated professional qualifications, such as PRINCE2 and APMP, which can help boost your career prospects…
… get in touch with SPOCE Project Management Ltd, the world’s oldest training professionals and company specializing in delivering training events vetted for global best practice.