Example Resumes

Technical Skills vs. People Skills?

A lot of job advertisements for project managers stress technological requirements; but Australian research, conducted by the PMO Executive Council in 2007, identified only a small correlation between technical credentials and project return on investment — rather, their study found that the Project Manager’s actions are the relevant determinants of project success.

I don’t believe there is a black-and-white answer, but rather, I believe the scope and kind of project make a major difference in terms of the skills needed by the PM. The smaller projects have a tendency to require more technical project leads (since they also often have to do double-duty and function as a systems analyst or technical researcher for the project).  However the bigger and more complicated the project, the more the project manager needs strong “soft skills”.  I suspect people should also distinguish between beginning project leaders and very experienced project chiefs.

My resume is basically in the very huge ERP/SAP projects – ones that are complicated, costly and generally long, therefore the following top three talents I recommend for top level project managers reflect that perspective:

1) People Skills

I contend that accomplished PMs have considerable people skills – with a finely-honed capability to work with senior level execs.  They are able to summarize complex technical and/or other project risks into straightforward powerpoints and/or “communications” for management, to be truthful and explain the facts (even when distressing), and not be intimidated by people who have more positions in the organization.

2) Big Picture with Detailed Understanding

To me, this embodies the knowledge to see the overall picture, while holding all the specific project fine points in focus. It includes the ability to use that knowledge to confront unrealistic budgets, staffing, target dates, and so on – before they become problems and while they can still be managed proactively, with minimum overall damage to the project and the customer’s expectations, priorities and budgets.

3) Worldwide Experience with Virtual Teams

Given that so many projects today perform in a global environment, and much communication happens remotely, the ability to develop trust and support from the project launch, and consistently thereafter, are critical.

Talented Project Managers need to be able to use technology, more than in-person contact, and have a willingness and ability to cope with project team members from multiple nations, who:

• speak multiple languages,
• work across multiple time zones (often day-night differences),
• celebrate a variety of vacation schedules

And, they need to keep everyone working together in a collective and efficient manner.

With the economic context being as dire as it is today, this Australian study should inform both hiring executives and project manager applicants alike.  Hiring chiefs should be certain to include people skills in their job wants and PM candidates should be certain to address their soft skills in their resumes and address them during interviews.

In this economy, even the best project managers need to develop a second revenue stream to cover the swings and roundabouts of this struggling economy.

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