Expert Judgment Role in the Project Management

Expert judgment is an approach for soliciting information provided by any group or individual with specialized knowledge or training. The judgment and expertise can be any technical or management details. Expert judgment can help to identify the potential cost, schedule impact, evaluate the performance, evaluate and mitigate any risks, review project quality, and any other processes in the project management.

There are many sources that can provide expert judgment, such as:

• Other units within organization,
• Consultants,
• Stakeholders, including customers or sponsors,
• Professional and technical associations,
• Industry groups,
• Subject matter experts, and
• Project Management Office (PMO).

Project managers should consider about the expert judgment role in the project management. Such experts can be identified early during the Identify Stakeholders process. Their role in providing technical or management expertise can help the project managers to decide the best decision during the project processes.

Interpersonal Skills in Project Management

Effective project managers acquire a balance of technical, interpersonal, and conceptual skills that help them analyze situations and interact appropriately. The following are some important interpersonal skills required for project management based on the project management of body knowledge (PMBOK® Guide):

• Leadership
• Team building
• Motivation
• Communication
• Influencing
• Decision Making
• Political and cultural awareness
• Negotiation

The appropriate use of these skills assists the project manager in effectively managing the project.

Decision Making Skills in Project Management

There are four basic decision styles normally used by project managers: command, consultation, consensus, and coin flip (random).

There are four major factors that affect the decision style: time constraint, trust, quality, and acceptance. Project managers may make decisions individually, or they may involve the project team in the decision-making process.

Project managers and project teams sometimes use a decision-making model or process such as the six-phase model shown below.

1. Problem Definition - Fully explore, clarify, and define the problem.
2. Problem Solution Generation - Prolong the new idea generating process by brainstorming multiple solutions and discouraging premature decisions.
3. Ideas to Action - Define evaluation criteria, rate pros and cons of alternatives, select best solution.
4. Solution Action Planning - Involve key participants to gain acceptance and commitment to making the solution work.
5. Solution Evaluation Planning - Post implementation analysis, evaluation, and lesson learned.
6. Evaluation of the Outcome and Process - Evaluate how well the problem was solved or project goals were achieved (extension of previous phase).

Influencing Skills in Project Management

Influencing is a strategy of sharing power and relying on interpersonal skills to get others to cooperate towards common goals.

Using the following guidelines can influence team members:

• Lead by example, and follow through with commitments.
• Clarify how a decision will be made.
• Use a flexible interpersonal style, adjust the style to the audience.
• Apply your power skillfully and cautiously. Think of long-term collaboration.

Source: Project Management of Body Knowledge (PMBOK® Guide)

Communication Skills in Project Management

Communication has been identified as one of the single biggest reasons for project success or failure. Effective communication within the project team and between the project manager, team members, and all external stakeholder is essential. Openness in communication is a gateway to teamwork and high performance. It improves relationship among project team members and creates mutual trust.

To communicate effectively, the project manager should be aware of the communication styles of other parties, cultural issues, relationships, personalities, and overall context of the situation. Awareness of these factors leads to mutual understanding and thus to effective communication. Project managers should identify various communication channels, understand what important they need to provide, what information they need to receive, and which interpersonal skills will help them communicate effectively with various project stakeholders. Carrying out team-building activities to determine team member communications styles (e.g. directive, collaborative, logical, explorer, etc), allows managers to plan their communications with appropriate sensitivity to relationship and cultural differences.

Listening is an important part of communication. Listening techniques, both active and effective give the user insight to problem areas, negotiation and conflict management strategies, decision making, and problem resolution.

The communication skills are common in the project management, such as:

• Listening actively and effectively,
• Questioning, probing ideas and situations to ensure better understanding,
• Educating to increase team's knowledge so that they can be more effective,
• Fact-finding to identify or confirm information,
• Setting and managing expectations,
• Persuading a person or organization to perform an action,
• Negotiating to achieve mutually acceptable agreements between parties,
• Resolving conflict to prevent disruptive impacts, and
• Summarizing, recapping, and identifying next steps.

Source: Project Management of Body Knowledge (PMBOK® Guide)

Negotiation Skills in Project Management

Negotiation is a strategy of conferring with parties of shared or opposed interests with a view to compromise or reach an agreement. Negotiation is an integral part of project management and done well, increases the probability of project success.

The following skills and behaviors are useful in negotiating successfully:

• Analyze the situation.
• Differentiate between wants and needs - both theirs and yours.
• Focus on interests and issues rather than on positions.
• Ask high and offer low, but be realistic.
• When you make a concession, act as if your are yielding something of value, don't just give in.
• Always make sure both parties feel as if they have won. This is win-win negotiating. Never let the other party leave feeling as if he or she has had advantage taken of them.
• Do a good job in listening and articulating.

Source: Project Management of Body Knowledge (PMBOK® Guide) 

Political and Cultural Awareness Skills in Project Management

Organizational politics are inevitable in project environments due to the diversity in norms, backgrounds and expectations of the people involved with a project. The skillful use of politics power helps the project manager to be successful. Conversely, ignoring or avoiding project politics and inappropriate use of power can lead to difficulty in managing projects.

Today project managers operate in a global environment, and many projects exist in an environment of cultural diversity. By understanding and capitalizing on cultural differences, the project management team is more likely to create an environment of mutual trust and a win/win atmosphere. Cultural differences can be both individual and corporate in nature and may both internal and external stakeholders. An effective way to manage this cultural diversity is through getting to know the various team members and the use of good communication planning as part of the overall project plan.

Culture at a behavioral level includes those behaviors and expectations that occur independently of geography, ethnic heritage, or common and disparate languages. Culture can impact the speed of working, the decision-making process, and the impulse to act without appropriate planning. This may lead to conflict and stress in some organizations, thereby affecting the performance of project managers and project teams.

Source: Project Management of Body Knowledge (PMBOK® Guide)

Motivation Skills in Project Management

Project teams are comprised of team members with diverse backgrounds, expectations, and individual objectives. The overall success of project depends upon the project team's commitment, which is directly related to their level of motivation.

Motivating in a project environment involves creating an environment to meet project objectives while offering maximum self-satisfaction related to what people value most. These values may include job satisfaction, challenging work, a sense of accomplishment, achievement and growth, sufficient financial compensation, and other rewards and recognition the individual considers necessary and important.

Good project managers should understand the expectation of each team member. The different value of each people will determine how to motivate the team members to meet the project objective.

Source: Project Management of Body Knowledge (PMBOK® Guide)

Team Building Skills in Project Management

Team building is the process of helping a group of individuals, bound by a common sense of purpose, to work interdependently with each other, the leader, external stakeholders, and the organization. The result of good leadership and good team building is teamwork.

Team building activities consist of tasks (establish goals, define, and negotiate roles and procedures) and processes (interpersonal behavior with emphasis on communication, conflict management, motivation, and leadership). Developing a team environment involves handling project team problems and discussing these as team issues without placing blame on individuals. Team building can be further enhanced by obtaining top management support, encouraging team member commitment, introducing appropriate rewards, recognition and ethics, creating a team identity, managing conflicts effectively, promoting trust and open communication among team members, and providing leadership.

While team building is essential during the front end of a project, it is an ongoing process. Changes in a project environment are inevitable. To manage these changes effectively, a continued or renewed team building effort is required. Outcomes of team building include mutual trust, high quality of information exchange, better decision making, and effective project control.

Source: Project Management Body of Knowledge (PMBOK® Guide)

Leadership Skills of Project Managers

Leadership is one of the important interpersonal skills for project managers. Leadership involves focusing the efforts of a group of people toward a common goal and enabling them to work as a team.
In general terms, leadership is the ability to get things done through others. Respect and trust, rather than fear and submission, are the key elements of effective leadership.

Although important throughout all project phases, effective leadership is critical during the beginning phases of a project when the emphasis is on communication the vision and motivating and inspiring project participants to achieve high performance.

Project managers with a strong leadership skill have the ability to force a clear project objective, to create and manage a comprehensive statement of scope, to differentiate between requirements and expectations and manage both, to analyze and manage risks, to define and enforce a clear review and approval process for deliverables, and to build cohesive team out of a temporary group of employees.

Throughout the project, the project team leaders are responsible for establishing and maintaining the vision, strategy, and communications; fostering trust and team building; influencing, mentoring, and monitoring; and evaluating the performance of the team and the project.

Project Management Maturity Model (PMMM)

The Project Management Maturity Model (PMMM) adapt the five-level Capability Maturity Model (CMM) to the process and practice of the project management. It provides a validated foundation for the improvement of both the process of project management and practice of using and adopting that process.

1. Level 1: Initial Process
   There are no standards and project management processes are adhoc. There may be an awareness of practices followed by other projects, but their use is entirely at the discretion of the project manager.
   The characteristics of the Initial Process:
   
   • There is no defined and documented process in place.
   • Project managers and team act in an adhoc manner when process activities are needed.
   • Processes and practices may be taken from prior experiences or knowledge possessed by one of the team members.
2. Level 2: Structured Process
   Some project management processes exist within the organization and most are documented. However, there is no requirement that projects use these practices. Project teams will use these processes when it suits their needs even though management encourages their use. Status reporting of project progress against plans is adhoc and not consistent across projects.
   The characteristics of the Structured Process:
   
   • There are defined and documented processes in place for team use.
   • Project managers and teams use the defined processes at their discretion.
   • Critical mission projects are often required to use the documented processes.
3. Level 3: Institutionalized Process
   The standard allows for the adaptation of the processes and practices to the particular characteristics of the project.
   The characteristics of the Institutionalized Process:
   
   • There is a comprehensive defined and documented process in place that is used by all projects.
   • There is support available to teams needing help with the standard processes.
   • There is a monitoring and control function in place to assure compliance with standard process.
4. Level 4: Managed Process
   Project management and other corporate management systems are integrated. There are metrics in place to compare performance across the project portfolio. Senior management understands its role in managing the project portfolio.
   The characteristics of the Managed Process:
   
   • The process is integrated into other business processes and practices.
   • Management decisions on individual projects have an organizational perspective.
   • Lesson learned and best practices are captured and made available to other projects.
5. Level 5: Optimizing Process
   The level 5 maturity is focus on improvement of the project management process. Processes are in place to identify and take action on performance issues related to the process, and to incorporate best practices and lessons learned as feedback to project management process improvement.
   The characteristics of the Optimizing Process:
   
   • Project performance is collected and used to identify areas for improvement initiatives.
   • There is a program in place to continuously collect and analyze process performance data and use it to improve process.
   • Lesson learned and best practices are used to improve the process.

Three Types of Project Manager Skills

A successful project manager needs three types of skill: technical project management skills, project leadership skills, and general management skills.

Technical Project Management Skills
Project managers need to have mastered the technical requirements of the job. These include planning skills such as the ability to develop work breakdown structure, identify dependencies, gather and assess estimates, analyze risks, assign and level resources, and build a project plan. They also include project execution skills such as the ability to gather and evaluate status data, develop estimates at completion, prepare meaningful status reports, and track progress.

Project Leadership Skills
These skills are typically called "soft" skills because they involve managing relationship and the expectations of project participants. However, there is difference between general soft skills, discussed in the next section, and the specific skills needed by a project manager. The later include such skills as the ability to force a clear project objective, to create and manage a comprehensive statement of scope, to differentiate between requirements and expectations and manage both, to analyze and manage risks, to define and enforce a clear review and approval process for deliverables, and to build cohesive team out of a temporary group of employees.

General Management Skills
Project managers also need the general skills used by all effective managers. These include such abilities as listening, goal-setting, delegation, communications, time management, meeting management, and negotiation.

Project Manager vs. PMO

Project manager and PMO pursue different objectives, as such, are driven by different requirements. All of these efforts, however, are aligned with the strategic needs of the organization.

According to the Project Management Body of Knowledge  (PMBOK), the differences between the role of project manager and PMO may include the following:

• The project manager focuses on the specified project objectives, while the PMO manages major program scope changes which may seen as potential opportunities to better achieve business objectives.
• The project manager controls the assigned project resources to best meet project objectives while the PMO optimizes the use of shared organizational resources across all projects.
• The project manager manages the constraints (scope, schedule, cost, and quality, etc.) of the individual projects while the PMO manages the methodologies, standards, overall risk/opportunity, and interdependencies among projects at the enterprise level.

Responsibility of PMO

Project Management Office (PMO) is an organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain. The responsibilities of a PMO can range from  providing project management support functions to actually being responsible for the direct management of a project.

PMO may be delegated the authority to act as an integral stakeholder and a key decision maker during the beginning of each project, to make recommendations, or to terminate projects or take other actions as required to keep business objectives consistent. In addition, the PMO may be involved in the selection, management, and deployment of shared or dedicated project resources.

According to the Project Management Body of Knowledge  (PMBOK), the primary responsibility of PMO is to support project managers in a variety of ways which may include, but are not limited to:

• Managing shared resources across all projects administered by PMO;
• Identifying and developing project management methodology, best practices, and standards;
• Coaching, mentoring, training, and oversight;
• Monitoring compliance with project management standards, policies, procedures, and templates via project audits;
• Developing and managing project policies, procedures, templates, and other shared documentation (organizational process assets); and
• Coordinating communication across projects.