Most projects do not fail because of the technology. They fail in the process and because there is not sufficient attention in getting the human side right. A good project manager creates more than Gantt charts – he or she leads and provides clarity, honesty, safety as well as momentum.
1. Plan
Technical expertise is certainly useful, but not entirely necessary as research shows that it is not the deciding factor. What matters more is whether the project manager has and can maintain the oversight, i.e. can actually manage the different elements of the project process and here are some of the key traits:
1. Systems thinking:
Treating the project like an ecosystem, where everything connected. Everything in the project is influencing everything else. Recognising and actively managing interdependencies, incentives, politics, feedback loops, unintended consequences… well, yes – all of it.
2. Data discipline:
Challenge optimism bias, use reference‑class forecasting, quantify risks honestly and kill bad assumptions early. Make it safe to report “bad news”, errors and mistakes – own or observed.
3. Stakeholder management and alignment:
Bringing hidden agendas to the surface, align preferences, negotiate scope, stop project scope creep and build collaborations that can survive pressure.
A plan built on reality wins over a plan built on hope.
2. Process
A strong process is not the same as micro-management and bureaucracy; it is about maintaining stability during the whole project, including the occasional wobbles.
- Reduce uncertainty: Making sure objectives and tasks are clear – though than is not the same as simpler or easier.
- Identify, voice and find a fix for errors fast: Mistakes are fine – slow correction is not.
- Rhythm: Rhythm might not be what first springs to mind, but is illustrative – or connectivity – in other words, frequent communication in the form of check‑ins to share progress, barriers, bottlenecks and as you know, what is close to my heart: – risks. This will give the project team transparency and psychological safety in action.
Picture the project manager as the project’s execution infrastructure.
3. People
People are the most important – and this is where things often go wrong. Just a few examples, applicable to everybody related to the project:
Leadership and emotional regulation: Remaining calm under pressure, treating people fairly, creating a psychological safe place to dissent. Fear kills motivation – safety builds it.
Right people doing the right work: Technical people should not be forced into relational work they do not like or are not suited for. Likewise, relational people should not be making technical risk judgements. Knowing the project team – and their differences.
Balanced team: As a project manager, choose good leads for the technical parts, the different processes, risks, data and stakeholders. Preferably also – though a bit more difficult to find – a change/people lead for implementation and culture.
You are looking to make the team feel like co‑owners, who can act, iterate, learn and share.
4. Execution
This is making it happen and where everything comes together. Easier said than done. Here are a few of what a great project manager is aiming at:
- Shared purpose, where everyone knows the desired outcomes – not just the tasks.
- Ownership. Here the individuals in the project team own their actions and behaviours, knowing they will be supported, when they raise issues early.
- Visible trust. Sometimes overlooked, but our brains are hardwired for this. Fairness and trust show up in everyday interactions until they become the culture.
When execution works, the team moves together – aligned, informed and confident enough to tell the truth – and the project progresses towards success.
