97 Things Every Project Manager Should Know

(^74) 97 Things Every Project Manager Should Know

To Thine Own

Self Be True

Harry Tucker
Matawan, New Jersey, U.S.

Any oF US Who hAvE TRAvElED on CoMMERCIAl AIRCRAFT remem-
ber that during the safety demonstration we are told to put our oxygen masks
on first, and then to assist an elderly person or child with his or her mask. If
we struggle to put the other person’s mask on before ours, we may succumb
to oxygen deprivation before succeeding, and we all die. By putting ours on
quickly, we are empowered to put 100% effort into taking care of others, and
everyone lives.

I have witnessed many wonderful projects collapse over the years, even though
the perfect storm of success was at the feet of those involved. The projects in
question had:

•    Unlimited market potential

•    A superior product

•    An empowered team enabled with phenomenal capability

However, the project manager had lost control of him-/herself and, therefore,
could not take care of the team. The opportunity died of oxygen deprivation,
so to speak, and the project failed.

To manage or lead teams (and there are sharp differences), software project
managers need to be in complete control of themselves. They must have a
strong understanding of their own personal purpose, vision, and mission, as
well as personal and professional goals. When a solid personal life structure
is in place, the manager’s life is empowered. Without such empowerment, the
manager is easily swept away by the challenges of living (both inside and out-
side the office). Then, an otherwise intelligent, talented manager loses focus
on the management tasks at hand.