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Tag: Facilitation

Have You QA’d Your Project Processes Lately?

Written by Brad Egeland on . Posted in Articles. 3 Comments on Have You QA’d Your Project Processes Lately?

Best practices are best practices, right?  Ummm…yeah…no.  What you started out doing on projects five years ago may not be what you should be doing today for your projects and project clients.  Look at how your organization has changed.  Has your industry changed?  Have your customers changed?  Things just don’t stay the same in today’s world.  They say business moves at the speed of change.  What is that change?  How much has changed?  You have first to consider these questions before you can figure out how to respond to those changes.

Do you need to update your delivery methods and processes on projects?  Probably.  But there are key things you need to consider – it’s not just a situation where you brainstorm on what to do better.  You must consider your organization, your project clients, the technology you use and deliver, your industry, and even your senior management’s plans.  Let’s discuss the following and see how to approach this.

Consider how your organization has changed.  Is your organization where it was five or ten years ago?  Not likely.  Is it tied to the same industry?  Likely.  But it has also likely expanded beyond the boundaries of its earlier mapped out mission, goals, and industry walls.  The landscape of nearly every organization and nearly every industry has changed.  We must figure out how our project management infrastructure needs to change to fit the needs of our organization.  Does reporting to senior management need to change?  Or maybe you weren’t doing that before, and now you need to.  Let’s map that out as a PM team and get it right the first time.  Guessing and tweaking over and over does no one any good and will just frustrate your executive management team.

Consider how your clients have changed.  Do you have the same project clients you had five years ago?  Are you delivering the same types of project solutions to them?  If many of your clients are the same, this PM introspective is probably a good time to sit down with some of the best of the best clients and quiz them on a few things.  Ask them how their businesses have changed over the last five years.  Ask them how they think the industry has changed during that timeframe.  You may already be learning this through lessons learned sessions, but ask them how you can be serving them better on the projects that you are leading for them.  Sometimes it’s tough to hear, but you want the real picture, right?  The flip side is for them just to walk away after the next project or the current project, and you don’t want that.  Ask them – and then take that info back as a PM group and use it to analyze how you are delivering on your projects.  Are you meeting those needs?  What can you change to better suit your customers’ needs and to deliver better they way they just told you they’d like to see you deliver.  Don’t fail to act on this important insight you were just handed by valued project clients.  Do something about it.

Consider how your industry has changed.  Has your industry changed significantly so as to force you to consider how you are delivering projects?  Sometimes regulations change, reporting needs change, compliance requirements change.  Sometimes you have to revisit these processes periodically just for legal reasons alone.  But if you’re an industry leader – or strive to be one – then you need to periodically assess where you stand in that industry and look at your internal processes to see where they may be holding you back or keeping you from grabbing the biggest project clients in your particular industry.  And change.

Consider the changing technology for the types of solutions you are implementing.  Has the technology landscape changed for the types of projects you are delivering?  Most likely the answer to this is yes.  Technology is always changing.  And if you are remaining stagnate, going with the status quo, then you are going to get passed by every close competitor in your industry.  Stay current, train staff, and analyze how you can offer and utilize the latest technology on upcoming projects.

Check in with senior management.  This may seem like an after thought, but you need to know where your company’s senior management is going.  They may be changing a delivery focus.  They may be changing a technology or product focus.  They may be changing a customer landscape focus.  What they are planning for the next one to five years could affect the project delivery system in your organization, and you need to know that.  Ask.  If you’re not the PMO director, get them to ask.  Or, if you’re connected with C-levels in the organization, ask them.  It’s important to be thinking about the company direction when you are working to figure out the best way to be delivering on projects now and in the short and long term future.  Project success can be fleeting as we all know.  Be informed of the company roadmap as best you can so as to be making the best decisions on any process changes in your project delivery processes and methodology.

Nothing stays the same.  Times change.  Needs change.  Technology definitely changes.  Customer wants and needs change.  The organization that doesn’t periodically re-evaluate how and what they are delivering loses.  Period.  As an organization and yes, as a project management infrastructure, we need to bear witness to these changes and evaluate whether or not we need to change how and what we are delivering.  Most likely we do.   

One way organizations evaluate how what may need to change is to have brainstorming sessions with project managers and key project team members every year or every six months.  Look at templates, policies, processes, lessons learned.  Evaluate what is working, and what should change.  And, together, propose those changes and begin to incorporate those changes during such brainstorming sessions.

How does your organization analyze the need to change and incorporate project process changes?  What steps, if any, do you go through?  Please share and discuss.

Project Leadership Remains #1 Key to Success

Written by Lisa Anderson on . Posted in Articles. 5 Comments on Project Leadership Remains #1 Key to Success

In thinking about the hundreds of client projects I’ve completed over the last ten years, if I had to pick one key to success, it would be project leadership. For example, I worked with one client on multiple projects simultaneously with several project leaders over the course of many months. The same senior leadership sponsored every project. A few were downright frustrating as we struggled to move an inch a week whereas others leaped forward a mile in the same timeframe. Of course my focus was to accelerate progress on the ones that inched forward; however, significant acceleration could go from an inch to 5 feet; still slow as molasses as compared with moving a mile.

While leading and/or participating with hundreds of projects with manufacturers and distributors across multiple industries, geographies and company sizes, several keys to project leadership success emerged. What successful leaders have in common is worth noting. Thus, it seems discussing top strategies for success would be of value. Instead of limiting it to the top 3, I thought I’d share a longer list that arose during observation.

1. Vision: As all executives know, having a vision is essential to success. What do you expect your project to accomplish? Why is that of value to the organization? How does it fit with strategy?

2. Communication: Having a vision does little for success if no one hears about the vision. Communication skills are essential. This is the bedrock for any leadership role. However, it tends to be even more critical on projects as the majority of team members might not report to the project leader for their day job and so communications might be limited.

3. Energy: It helps to have a project leader with energy. Being excited about what the project can achieve goes a long way to making the team interested in being a part of that objective. Demonstrate excitement through your tone of voice, language, through promotion, etc.

4. Competence: As effective a communicator you might be, it is still essential to be competent in the subject matter related to the project. There is no need to be an expert; however, you need to have a basic knowledge to be able to lead effectively.

5. Ability to ask questions: One of the keys to success is the project leader’s ability to ask good questions. I have worked with horrible project leaders who asked “stupid” questions – it was obvious to the team members that they weren’t capable and/or was annoying; thus, no matter what other qualities they had, their project progressed slowly at best. On the other hand, I’ve seen people with zero knowledge of engineering successfully lead a group of engineers by having enough knowledge or logic to ask a few good questions to keep the process moving.

6. Ability to think of the critical path: One of the most important aspects of project management is to know what is important to the success of the project. Not all tasks are created equal. In today’s busy world, there is rarely time to focus on all tasks to the desired degree; thus, focusing attention on what’s important is critical. The critical path will make it obvious which tasks should be the focus as they will hold up the rest of the project.

7. Ability to facilitate teamwork: It is important for the project leader to facilitate teamwork. Typically the project team might be from multiple disciplines/functions who might not know each other and who might be in conflict in terms of daily objectives. Thus, the project leader needs to facilitate the common objectives and find strengths to leverage while making all team members feel included in the process.

8. Ability to push back: The best of managers, when all is proceeding smoothly, can become the worst of leaders if a roadblock arises. It is critical for project leaders to be able to address issues head on in a respectful and proactive manner. This often requires pushing back on executives who might have conflicting interests. Turning it into the best interest of all parties helps the leader push back successfully.

9. Follow-up: No project is successful if follow-up is lacking. A key part of the process is being proactive about which tasks are coming up and making sure the task owners are ready and potential roadblocks are resolved. Checking in with the project team, sponsors, related / impacted employees and the like is key to success.

Since project leadership proves to be #1 to successfully achieving objectives, it is worth additional focus. Are you assigning whoever is available with some level of competence to your project as resources are scarce or are you carefully considering the options? Since the vast majority of cost improvement, new product introductions and the like are accomplished through projects, it is worth extra focus to ensure project leadership success as these results will impact growth, profit and cash flow.

How to Spot an Aspiring Leader

Written by Mike Davies on . Posted in Articles. 5 Comments on How to Spot an Aspiring Leader

Internal promotion is a sustainable method of maintaining company culture and engagement, but spotting an aspiring leader whose conduct and work records indicate potential success in a management position can be difficult.

“Everyone should have a continuity plan” notes Kate Cooper, Senior Advisor in Leadership and Management Development at ILM (Institute of Leadership and Management). This sees continual promotion of employees to management positions over new hires. Apart from anything else, internal promotion costs much less than bringing in new personnel, “not only for recruitment but also for learning curve costs.” Identifying potential leaders can be a minefield, though.

For instance, it’s easy enough to spot a potential leader – who may not know that they could be a leader- if they have obvious qualities. Composure, emotional intelligence and short and long-term vision for themselves, their department and the company as a whole are some of these qualities. It can be more difficult to assess candidates who are actively pursuing leadership roles. They may attempt to disguise weaker or non-existent attributes to make them seem like an attractive choice over other candidates who may be more obviously qualified.

A potential leader may well possess attributes such as engagement, motivation, determination and so on, but these are not quantifiable skills. Anyone can display a high level of motivation (which is naturally important for anyone looking to become a leader) but the results they achieve and the way they go about their roles will be more of an indication as to how they will perform in a management role. These are things that cannot be disguised, and they should therefore be focussed on in any assessment of a candidate’s abilities.

High emotional intelligence

An aspiring leader’s ability to get the best out of their teams will depend hugely on their emotional intelligence. They need to understand what makes each member perform to their fullest potential and how to manage them so that they are always engaged in their work. They also need to know how to look at themselves with a critical, dispassionate eye to see where they can improve. This last point helps to avoid the onset of hubris, where “a leader will overestimate his own ability and alienate others.”

Look out for a team member who is able to let go of any mistakes they might make without dwelling and obsessing over them, who is naturally curious (without being nosy) about other people and who embraces change without complaining or worrying about it.

Ability to take the initiative

Leaders, as their name suggests, have to be the ones to take the first step, taking action and taking risks where necessary. They need to be proactive rather than reactive in terms of the way they work in order to help the company grow.

Aspiring leaders will make the effort to take on jobs and tasks first, to ask questions that no-one else wants to ask and to help colleagues who are having problems with their work. They ask to be assessed and suggest solutions to problems that you might not even be having yet.

Good judgement

The judgement of any leader will be important – they have to use it to make decisions that could significantly impact the business as a whole, let alone their team or department. They have to be able to look at situations with a critical eye and identify the most important issues to upon which to act.

With this in mind, the candidate should be assessed in terms of the questions they ask about certain situations – are they asking the right ones and zeroing in on the key aspects of the task? Are they looking at the big picture (i.e. the potential consequences of their decisions and actions on other parts of the business) in addition to the immediate task at hand? Everything should be aimed at achieving the company’s overall goals, so that’s where judgement skills should be utilised.

Undaunted performance under pressure

One of the most significant indicators of a leader with real potential is the way they perform under adverse conditions. If they can do this as part of a team, they will be able to lead their team when they’re under pressure and still produce results.

Look out for someone who can remain calm and focused on rectifying the problem when things go wrong and everyone around them is panicking. They should also be able to get all work done on time regardless of budgets and other external or internal factors, rather than relying on excuses to cover their own inadequacies.

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Facilitative PM: Balancing Authority and Collaborative Management

Written by George Pitagorsky on . Posted in Articles. 2 Comments on Facilitative PM: Balancing Authority and Collaborative Management

As project manager, you more effective if you act as a facilitator rather than a command and control manager, even if you are in the minority of project managers that have clear authority over the resources working on your projects.

The Drive for Control

Many people become project managers to satisfy a drive for control. When applied skillfully, this tendency is powerful. However, at times the tendency along with the widespread belief that managers should be in charge and direct all aspects of project performance, can be a problem. Expecting to have authority you don’t have and unskillfully exercising the authority you do have, can set you up for failure.

Every project manager must strike the optimal balance between authority based and collaboration based or facilitative project management. The master PM generally chooses collaboration even when he or she has authority. At the same time, the master knows when to use authority (one’s own or the influence and authority that comes from others) and how to apply it skillfully.

PM as Facilitator

Projects of any size require facilitation and coordination more than they need autocratic leadership. Facilitation makes it possible for a group to function more effectively. In the context of meetings, the facilitator makes sure everyone has an opportunity to be heard, helps the group to avoid unnecessary conflicts and to manage the conflicts that do arise. The facilitator steers the discussion so that it stays on target, and generally guides the group towards reaching its goals. We can apply the same principles to the project as a whole.

The PM facilitates by enabling healthy planning, communications, effective conflict management and decision-making. The PM ensures that the right methods, tools policies and procedures are in place and being used. The PM protects the team from outside disruptions.

Applying Facilitative PM

Project facilitation especially applies to matrixed projects. In matrixed projects team members from various disciplines take charge of work streams and perform tasks. While they “report” to the PM, the PM does not have direct authority over them. The team members take their authority direction from their functional or line managers. Generally, the PM does not have the expertise to direct the work of subject matter experts.

Often, there is no problem. Functional managers are as committed to achieving the organization’s goals as the project manager, priorities are properly set, expectations about resource availability are realistic, resources are directed to cooperate, etc.

Under these conditions, to be successful the PM must operate as if he or she had no authority. The PM relies on universally accepted project objectives, clear thinking, collaborative planning, effective communication, sponsorship and buy-in to ensure that everyone is pulling in the right direction.

Universally Accepted Objectives

Objectives drive projects. They are set before the project is kicked-off and provide a foundation for all planning, decision-making and project control activities.

If project objectives are in-sync with the organization’s goals, there is great likelihood that everyone will work to achieve them. Leadership and stakeholders like executive sponsors and clients with authority set objectives.

Even though those in authority, from outside the core project team, set the objectives, where the process of defining the objectives is collaborative, it is more likely that the objectives will be correct and stable across the life of the project.

The PM makes sure that everyone on the project understands and accepts the objectives. This is not a one-time task. There must be communication about objectives across the life of the project to remind people. It is all too easy to be caught up in a single, highly detailed work-stream, and lose track of the overall project objectives.

Collaborative Decisions

Objectives drive the project while decisions chart the course. A core principle is that collaborative decisions about key aspects of the project tend to be more effective than decisions made unilaterally by people in power. This is true whether we are talking about setting objectives, creating plans, or designing solutions.

Team synergy is enhanced by opening critical decisions to a collaborative process. This doesn’t mean that everyone takes part in all decisions or that there is need for consensus on all or even any decisions. Nor does it mean that you take binding votes and follow the majority.

Both majority and authority figures’ decisions are often flawed. The right people need to be engaged in decision-making. The right people are the ones with relevant expertise and good judgement. If decision makers are representative of the broader group and recognized by the team as the right people to make the decision, it is more likely that a good decision will be made and that the team will accept it and followed through.

Using common objectives as the criteria for judging the value of decision alternatives, intelligence, experience, good judgement and a willingness to seek an objectively superior solution combine to make sure the decision alternatives are effective and that clear thinking prevails.

The PM facilitates collaborative decision-making so that individuals are open to analytical assessment of options, including their own. He or she promotes willingness to be ruthlessly objective, cutting through unfounded beliefs and egoistic stances. The facilitative PM moderates to make sure people are sensitive to the needs of others, particularly when criticizing their ideas or performance.

Clear thinking

Clear thinking is thinking that is not clouded by beliefs and self-centered clinging to ones own ideas. It combines analysis, a systems view, intuition, and mindfulness. It sees things as they are, objectively. There is acceptance of what is, along with the willingness to direct and manage change to engineer a desirable future state.

The facilitative PM promotes clear thinking because clear thinking leads to more effective performance through more effective decision-making. He or she questions and promotes others to do the same. He or she guides the team in analytical approaches that, for example, require people in conflict to articulate the reasons underlying their positions; their objectives, needs and wants. Distinguishing between needs and wants and identifying objectives make decision making quicker and outcomes more effective. Using critical metrics to analyze and improve performance and provide facts as opposed to opinions further clarifies thinkink..

Using Authority

Clear thinking recognizes that for complex issues there are continuums rather than either-or, black and white positions. It is not facilitative vs. authority based PM. Instead, it is the right balance between them. Both-and rather than either-or.

Authority has its place. Someone must be able to break ties and to make command decisions. There are times when a given individual has an objectively better idea, is more intelligent and more experienced than the others in a team. Other team members may recognize this and defer to the “authority”.

It is also possible that the others want to stick with inferior ideas. When this happens, the person with authority must be ready to make a command decision.

Note the difference between an authority and, a person with authority. An authority draws his or her power from knowledge and experience. A person with authority has power granted by higher authorities and does not necessarily have superior knowledge and experience on a subject.

When using authority, it is a good practice to explain your reasoning. This gives subordinates a sense of why you decided as you did and that may dispelled objections and the common process of second-guessing the decision maker. It also promotes learning and shows respect.

Listen to objections and suggestions while making it clear that they do not bind you.

Putting It Together

Facilitative PM addresses the need to find the right balance between the use of authority and the use of collaborative methods. Overall, engaging team members in effective decision-making based on mutually accepted objectives and clear thinking leads to better decisions and the buy in that leads to optimal performance.

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Exploring the Void – Where Projects Fail

Written by Dr. Surya M Ganduri on . Posted in Articles. 3 Comments on Exploring the Void – Where Projects Fail

surya Jan28
Projects don’t fail because teams lack the skill or the will to succeed. They fail because they fall into the Void – the space where the org chart fails to establish clear owners and aligned incentives. In the Void, things slip through the cracks, conflicts don’t get resolved and progress screeches to a halt.

In small companies, the Void is tiny because teams are small and org charts are flexible. Everyone stays connected on everything and pitches in to pick up the slack where necessary. But as businesses grow, employee mentality often shifts from “I am involved in everything” to “I am only involved in things I am explicitly responsible for.” Fear of being reprimanded for stepping on colleagues’ toes can make people afraid of doing more than is explicitly asked.

The Void is further amplified at large corporations where projects get divided across multiple people, thus making employees responsible for completing individual ‘tasks,’ not delivering ‘results.’ As a consequence, employees focus on the quality of their contribution, not the impact of their work. Plus, large companies have big, cross-functional and global teams with complex workflows. Knowing who is responsible for what is no small task which makes it even more challenging to spot The Void, let alone understand how to fill it.

That’s why the Void is your BIGGEST OPPORTUNITY! Some people run away from situations that are unclear and lacking direction. Others run toward the challenge and create clarity and accountability. That’s where I often find future leaders emerging. One of the clearest signs of future potential is someone who can crush their own objectives, while also scanning the horizon for things that might fall through the cracks across their extended team. You often don’t even know what part of the puzzle is theirs versus someone else’s because they act like it’s all theirs to manage.

Great leaders thrive in The Void. They don’t worry about their job description. It doesn’t matter what they are ‘supposed’ to do. If there is slack, they pick it up and do whatever needs to be done to make their team successful.

Let me take this opportunity to discuss further on what makes these Project Managers great leaders and what sets them apart from the rest of the leaders. Here are Napoleon Hill’s list of the 11 attributes that he believed most contributed to the success or failure of a leader, gleaned during his 20 years of interviewing the most successful men and women in America for his book “Think and Grow Rich”.

These attributes are:

  1. Self confidence, be knowledgeable about your work
  2. Self control, remain calm under pressure
  3. Sense of justice, fairness & respect for others
  4. Decisive and stand by decisions
  5. Organization & planning skills
  6. Strong work ethic
  7. Neatness & hygiene
  8. Empathy
  9. Mastery of details
  10. True accountability in deed as well as word
  11. The ability to achieve through others

In this book, Hill also discusses the 10 major causes of failure in leadership. These are:

  1. Inability to Organize Details. According to Hill “efficient” leadership calls for (the) ability to organize and to master details. No genuine leader is ever too busy to do anything which may be required of him in his capacity as leader. When a man, whether he is a leader or follower, admits that he is too busy to change his plans, or to give attention to any emergency, he admits his inefficiency. The successful leader must be the master of all details connected with his position. That means, of course, that he must acquire the habit of relegating details to capable “lieutenants”. This failure relates to two key skills required by the successful leader or Project Manager – good organization skills, and the ability to delegate effectively. Too many managers create a project plan at the start of the project, and then do no more than tick it off, as if the project plan can manage the project. A good leader or Project Manager is across the details of the plan, and manages it effectively.

    Even more disheartening is the manager who abdicates responsibility rather than delegating responsibility. What’s the difference you might ask? When a task is delegated to someone, consideration is given to the person’s skills and ability to do the task, the amount of supervision required, and their capacity to do the task. The manager keeps track of the task, and assists where necessary. When a task is abdicated, it is farmed off to the nearest person without regards to their capacity, skills and knowledge (and therefore ability to do the job) and with no follow up, save for blaming the poor soul when the task invariably fails, as it must.

  2. “Unwillingness” to Render Humble Service. Truly great leaders are willing, when occasion demands, to perform any sort of labor which they would ask another to perform. This is the corollary of success attribute number 6 – strong work ethic. No manager can be truly successful if they ask more of others than they are willing to do themselves, or if they consistently delegate the most odious tasks to more junior staff.

  3. An “Expectation” of Pay for What they Know instead of What they Do With that Which they Know. The world does not pay men for that which they know. It pays them for what they do, or induce others to do. This one brought a smile to my face, for I have met many managers and so-called leaders who expect remuneration and respect because they have been in a job for so many years, or they have an MBA or they know influential people. It’s not what you know or who you know – it’s what you actually do that counts!

  4. “Fear of Competition from Followers”. Hill goes on to state that “the leader who fears that one of his followers may take his position is practically sure to realize that fear sooner or later”. No leader can lead who is continually looking back over his or her shoulder to see who is gaining on them. Great leaders and managers encourage and nurture good people and enjoy working with them.

    Someone once told me that you should never be indispensable – as a manager you should always make sure that one of your direct reports is capable and able of taking over from you at a moment’s notice. This means that you need to nurture them, train and mentor them, and trust them. This benefits not only them, but you, should a better opportunity open up.

  5. Lack of Imagination. According to Hill “without imagination, the leader is incapable of meeting emergencies, and of creating plans by which to guide his followers efficiently”. Sadly to say, many Project Managers today seem to think that Project Management is a paint by numbers job – build a project plan and then everything will run along tickety-boo. It doesn’t, and it doesn’t help if the Project Manager cannot keep their head in a crisis, modify project plans, risks and issues on the fly, and quickly ascertain viable alternatives when the project is in crisis.

  6. Selfishness. Hill goes on to say “the leader who claims all the honor for the work of his followers is sure to be met by resentment”. The really great leader claims none of the honors. He is contented to see the honors, when there are any, go to his followers, because he knows that most men will work harder for commendation and recognition than they will for money alone. And funny how those managers who do “steal all the glory” are also the same ones who never accept responsibility or take the blame, even for the most minor of problems.

  7. Intemperance. By intemperance, Hill refers to over indulgence in any pleasures, be they food, drink, drugs, gambling or sex. Hill believed that “followers do not respect an intemperate leader. Moreover, intemperance, in any of its various forms, destroys the endurance and the vitality of all who indulge in it”. While this may seem somewhat quaint today, I think the point he was trying to make is that a great leader does not have time to over indulge in anything (the key being over indulge). A truly great leader always has his or her eyes on the prize!

  8. Disloyalty. According to Hill, “the leader who is not loyal to his trust, and to his associates, those above him, and those below him, cannot long maintain his leadership”. A manager who does not trust and respect their team will find the going very tough if they need to call for extra effort from the team.

  9. An Emphasis on the “Authority” of Leadership. Here, Hill is referring to those leaders and managers who manage through fear and intimidation, rather than respect. Those “I am the boss and you’ll do what I say” types (and yes, they still exist). Hill goes on to say “the efficient leader leads by encouraging, and not by trying to instill fear in the hearts of his followers”. If a leader is a real leader, he will have no need to advertise that fact except by his conduct – his sympathy, understanding, fairness, and a demonstration that he knows his job.

  10. An Emphasis on Title. This touches on the subject of positional versus personal authority. A great leader or Project Manager has personal authority – if they were to be demoted to the lowest rank, they would still have the respect of their peers (and superiors) due to their personal authority. However, many managers rely on positional authority – such as a grand title (Executive Vice President or Corporate Change Manager) or the fact that they report directly to the Board of Directors. Remove them from that role and they are nothing! According to Hill “the competent leader requires no ‘title’ to give him the respect of his followers. The man who makes too much over his title generally has little else to emphasize”.

As with the attributes of a successful leader, I don’t necessarily agree with all of Hill’s choices, but again – it is a very good list. You could do worse than to memorize these. In summary, then, the major causes of failure in leadership are:

Inability to organize details
Unwillingness to do that which you ask of others
Expectation of pay for what you know rather than what you do
Fear of competition
Lack of imagination
Selfishness
Intemperance, over indulgence
Disloyalty
Emphasis on the “authority” of leadership
Emphasis on title

The point I was trying to make is that a Project Manager can become a great leader or remain just a manager depending on which developmental path they take. I’d love to hear your perspective on the role of Leadership in the failure of projects. Namaste!

Don’t forget to leave your comments below.