Traits of a Successful Project Manager: Part 3 – Organization and Multitasking

Being a successful project manager goes beyond learning what needs to be done to keep a project moving.  There are personality traits that match up well to this role or career choice.  What are these traits?  The Beaconfire project and client managers discussed Leadership and Decision-Making in our previous post  – this week we will focus on:

Organization and the ability to Multitask

Amanda: A successful project manager can pay attention to details and the big picture simultaneously.

Jeff: There is a bunch of stuff a PM needs to be on top of, keep organized, keep moving. (budgets, schedules, tasks, etc). Creating and managing the project plan is only part of what makes a successful PM, but it is critical.

Russ: Know and Manage Tasks: Track tasks at the micro level, while always having the macro level impacts in mind (flexibility and hawk-eye view here is critical). A lot of things change after a project has been defined, and a good PM will be able to help navigate the project/team/client through these changes.

Andy: I would argue that the most important trait of an exceptional project manager is intestinal fortitude. The nature of managing the complexities of a project with diverse internal, client, and vendor teams, and the ubiquity of challenges (foreseen and unforeseen), makes project managers the crux of tension and conflict. A stellar project manager will not crack in the face of irksome tasks, weighty responsibilities, untenable demands, stressed team members, or concerned clients.

Ashleigh: I think one of the most important traits is the ability to effectively multitask. The role of the project manager is to keep all of the pieces moving, keep track of them, assist team members, etc, which requires the skill to know these pieces, not be frazzled, and be proactive about time management.

Rob: Be a Good Organizer: Let’s just think of the aspects you will need to organize; project filing including all documentation, contracts, e-mails, memo’s, reviews, meetings, specialist documents, requirements and specifications, reports, changes, issues, risks, etc.

Have we missed any?  What traits do you feel make a successful project manager?

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