Technical Skills vs. People Skills?

Lots of job advertisements for project managers stress technological requirements; but Australian research, conducted by the PMO Executive Council in 2007, discovered only a minimal correlation between technical certification and project ROI — rather, their report revealed that the Project Executive’s behaviors are the relevant determinants of project delivery.

I don’t believe there is a black-and-white answer, but rather, I suggest the size and kind of project make a huge difference relative to the abilities required by the PM. The less expensive projects have a tendency to need more technical project managers (since they also regularly have to double-hat and serve as a business or technical researcher for the project).  But the larger and more complicated the project, the more the project manager requires sound “soft skills”.  I believe people should also differentiate between junior-level project managers and very experienced project managers.

My resume is primarily in the very large ERP/SAP projects – ones that are complicated, costly and generally long, so the following top 3 abilities I recommend for senior level project directors reflect that bias:

1) Relationship Skills

I contend that accomplished PMs have substantial interpersonal talents – with a finely-honed capability to relate to senior level execs.  They are able to summarize complex technical and/or other project risks into straightforward displays and/or “messages” for management, to be truthful and maintain their integrity (even if difficult), and not allow themselves to become intimidated by executives who have greater rank in the company.

2) Overall Picture with Detailed Understanding

To me, this embodies the experience to identify the overall picture, while holding all the particular project details in sight. It includes the power to use that knowledge to challenge impractical budgets, staffing, target dates, etc. – before they become issues and while there is still time to manage them effectively, with small overall impact to the project and the client’s desires, priorities and funds.

3) Global Experience with Distant Groups

Given that many projects today perform in a world context, and much interaction occurs remotely, the power to create trust and confidence early, and ongoing thereafter, are critical.

Skilled Project Managers need to be able to use technology, more than in-person interactions, and have an eagerness and capability to work with project team participants from many countries, who:

• speak diverse languages,
• work across multiple time zones (often day-night differences),
• celebrate different holidays

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

With the economic context being as serious as it is today, this Australian study should tell both hiring executives and PM candidates alike.  Hiring chiefs should be sure to include relationship skills in their job requirements and PM applicants ought to be sure to address their soft abilities in their CVs and speak to them when being interviewed.

In this market, even the best project managers need to generate a second income stream to cover the swings and roundabouts of this depressed economy.

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