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Home > Departments > Team Talk
In a perfect world, project managers would simply choose teams that “rock” and sponsors who “get it.” But in reality, we must deal with the people we are dealt, without any official authority over them. Be it cross-functional turf battles, overwhelmed contributors or disinterested sponsors, here are some techniques to make sure they don’t hurt your project's chances of success.
Most experienced project managers have acquired the ability to effectively lead the project initiation, planning, execution, control and close of an initiative — the logistical portion of project management. Exceptional project managers have fine-tuned the people side of project management, apply a varied skill set — including the ability to compromise, organizational and interpersonal astuteness, self control, commitment to the development of team members, and communication flexibility — in order to lead influence the project team and interface with the client, stakeholders or sponsors.
The scenarios below represent common situations that project managers are likely to face during their career. Each scenario gives real examples of how I used the above traits as a project manager to influence the people on my team that were ultimately going to make or break my project.
Cross-Functional Initiatives
On cross-functional initiatives, project teams are usually made up of people that do not typically work together on a daily basis and may not even know each other.
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