Project management: Overview

I’m not expecting to be a full-time project manager, but I’ve picked up some experience along the way, and for the same reason that a lot of people have become project managers: Organizations frequently struggle with delivering projects, and poor communications lead to things going drastically off track. Sometimes there is a gap to fill, but no time or budget to hire another team member.

Project plans are important for a couple of reasons. One is obvious: Companies are measured not by the collective talent of everyone in the building, but how well they can execute their plans. We don’t get paid for ideas — we get paid to deliver products and services. And thus, capable project managers are in demand. Executives accountable for ROI trust that project managers will steer projects toward success.

But another reason why project management is important is less recognized — team morale and retention. Effective, transparent project plans not only protect the enterprise, but they also allow talented employees to operate in a defined space, where schedules and deliverables are clearly set out, and check-ins are done with a project manager (or ScrumMaster). When the unexpected occurs, the team should confer, adapt, and continue. However, if a project goes off the rails due to a lack of transparent project methods, people are likely to start pointing fingers. The result is a dysfunctional enterprise, wasted capital, and talent out the door.

More often than not, project managers first wear the PM hat because they appear to others as organized, and they either emerge as project leaders on their own, or they get a battlefield promotion. At Nike and Moda, I’ve tracked progress and success on multiple projects, both in waterfall and Agile methodologies. I’m a Certified ScrumMaster, and I think Agile is a good fit for digital organizations that are willing to adapt. I've used Agile methods at WebMD and Nike, and I've designed and facilitated an ongoing Agile workshop at Moda. But waterfall is still a reality in a lot of environments, either because of siloed departments in a large company, or because of the necessary transactions between vendors and clients.

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