Project management is most often taught as a methodology:  Waterfall, Agile, Lean, etc.  These are great frameworks for structuring the project, but a successful PM also needs an underlying foundation of consistent priorities, motivations and morals. This is not a comprehensive list, just what has worked for me over the years throughout many different industries.  

Ultimately, you are never really just managing a project. A good PM is leading a team of people towards a common goal.

1.     The Project Manager owns the success or failure of the project.  No excuses.

2.     The Client defines the success of the project.

3.     Managing Client expectations is 25% of the Project Manager’s job

a.     Never give the Client incorrect or un-actionable information

b.     Never overpromise, always overdeliver

c.     Understand the Client’s personal motivations:

                                               i.     Do they think of themselves as perfectionists?

                                             ii.     Do they have professional issues in their organization?

                                            iii.     Are they over stressed, under resourced?

                                            iv.     What is the one most important need they have from the PM?

1.     Constant communication?

2.     Hand holding?

3.     Positive reinforcement?

4.     Data?

4.     Moving information is 25% of the Project Manager’s job

a.     Never make the communication system more complicated than the project

b.     Never assume (anything)

c.     Pictures are better than words

d.  Make certain everyone has the same information.

5.     Clearing obstacles is 25% of the the Project Manager’s job

a.     The PM is not a designer, engineer or technician.  The PM’s job is to create the environment where those professionals can do their best work.  Knowing everything about their jobs is critical  to that goal.

b.     A key talent of the PM is to be able to see into the future and shape that future to facilitate the project’s success.

c.     Citing rules and contracts to get cooperation is often not as effective as bringing a box of donuts or buying a round of drinks. (also, saying please and thank you)

d.  Supply the right tools for the job. Obsolete, dull, broken, missing, underpowered or undersized is unacceptable.

6.     Doing it better the next time is the final 25%

a.     Conduct timely after-action reviews with everyone on the team, not just management.  Be honest, but not accusatory about what didn’t work and share praise about what was positive.

b.     Have frank post-project reviews with the client.  Include a 3^rd party facilitator if possible.

c.     Memorialize and share the lessons throughout the organization