Technical Skills vs. People Skills?

Lots of job advertisements for project managers emphasize technical requirements; but Australian research, conducted by the PMO Executive Council in 2007, discovered only a minor correlation between technical credentials and project benefit delivery — rather, their report found that the project manager’s actions are the primary precursors of project success.

I don’t believe there is an absolute answer, but rather, I contend the scope and characteristics of project make a huge difference regarding the abilities required by the PM. The less expensive projects have a tendency to need more technical project managers (since they also often have to double-hat and function as a systems analyst or technical researcher for the project).  But the larger and more complex the project, the more the project leader needs sound “soft skills”.  I suspect people should also differentiate between beginning project leaders and more mature project managers.

My resume is basically in the very big ERP/SAP projects – ones that are complicated, expensive and usually long, therefore the following top 3 abilities I recommend for top level project managers reflect that bias:

1) People Skills

I suggest that winning PMs have considerable interpersonal abilities – with a finely-honed capability to relate to senior level execs.  They are able to boil down complex technical and/or other project issues into easy presentations and/or “communications” for management, to be truthful and explain the facts (even when painful), and not be intimidated by people who have more power in the firm.

2) Overall Picture with Detailed Understanding

To me, this includes the knowledge to see the big picture, while at the same time keeping all the specific project fine points in focus. It includes the ability to use that knowledge to confront impractical budgets, staffing, target dates, etc. – before they become problems and while they can still be managed effectively, with limited overall harm to the project and the customer’s expectations, priorities and funds.

3) World Experience with Distant Groups

Given that many projects today perform in a worldwide environment, and much interaction happens over great distances, the capability to develop trust and support early, and consistently thereafter, are critical.

Effective Project Managers need to be able to use technology, more than face-to-face interactions, and have an eagerness and capability to cope with project team participants from many countries, who:

• speak different languages,
• work across multiple time zones (even day-night differences),
• celebrate a variety of holidays

And, they need to keep everyone collaborating in a mutual and productive mode.

With the commercial situation being as dire as it is today, this Australian study should tell both HR managers and Project Manager candidates alike.  Hiring managers should be certain to include soft skills in their job wants and PM applicants ought to be sure to address their soft skills in their CVs and speak to them when being interviewed.

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