10 Most Dangerous Project Managers - Project Risk Management 101

The greatest risk of any project is an incompetent project manager. Risk management basics for executives and program managers.

Whether in-house, outsourced or contracted-company project managers, business executives and program managers have to be aware of the danger signs that threaten the viability of their projects. Identified here are 10 high-risk project managers to illustrate project risk management basics for project owners and project companies.

1. The Know-It-All PM

This project manager is the typical expert of everything who ignores the expert knowledge of specialists and/or any feedback loop or mechanism. Instead of asking the expert opinions of his/her project staff on specialized knowledge, the know-it-all PM is most likely to say cheerleader phrases like "Come on guys. This is easy. I can do this myself in x days. I'm sure you can."

When executives probe, he/she will immediately say "It can be done." even on things that are basically outside his/her skill sets or experience. Unfortunately, this PM's project plan is typically an air sandwich due to absent consultation with experts and specialists. Moreover, his/her project plan will usually lack a feedback mechanism or feedback loop prior to project turnover and/or post project.

This PM's bookshelf will have several "Bluffer's Guide..." to Z knowledge or several X Knowledge "...for Dummies" instead of often-used reference manuals.

2. The Do-It-All PM

Closely related to the Know-It-All PM, this project manager will hesitate to delegate high profile tasks even when these are outside of his/her expertise. Moreover, this PM will usually 'offer' his/her services so that hired experts will be freed of their chores.

Likewise, this PM will typically engage in debates with the expert project staff to 'demonstrate' his/her knowledge; volunteer to do tasks that are outside of his/her duties and responsibilities; will usually appear busy; and is present everywhere and anywhere except in managing the project.

3. The Verbal PM

This PM verbalizes everything, seldom documents, and always forgets to let people sign. One tell-tale indicator is that this PM cannot write a simple business letter or create a simple project template. Ask for a file of all sent and received written communications and there will hardly be any.

4. The Toys-for-the-Big-Boys PM

This PM has never heard of the concepts of cash flow and burn rates. He/she will have no idea about a project's ideal profit margins and beyond project expenses such as RD&E, slack and seasonal periods, corporate taxes or overhead.

Obvious indicators include propensity for requesting the latest equipment with the most number of features even when most of these features are not appropriate to the project, procuring supplies and equipment several months before these are actually used even when no supply constraints are imminent, and failing to use available resources in favor of new purchases.

5. The Project Management Software PM

This one is too focused on the project management software instead of actually managing the project. He/she hardly knows the stakeholders or key project staff. Worst, even the project owners are not aware on the progress of the project and the next steps. This PM will typically assume that the project owner is well-versed in MS Project or Primavera and sends project software file attachments without any briefs for busy executives.

Why?

This PM is elusive in face-to-face briefings or meetings because he/she may be intrinsically shy.

6. The Abrasive PM

This PM works against people instead of working with people. He/she is unnecessarily argumentative, lacks tact, prone to complaints, and quick to verbal abuse. He/she manages staff by way of fear instead of any sensible skill.

7. The Yes-to-All PM

This PM tries to please everyone and says 'yes' to all. What this behavior implies is that no project scope control means no cost control and hence, no project end in sight.

When the project owner is represented by two or more persons, various client personnel will have the potential to issue demands that are in conflict with the actual project specifications that the executives wanted. This PM cannot discern conflicting requests and thus compromises the project's objectives.

8. The Equivocating PM

This PM seldom commits mistakes because he/she tends to play everything safe. He/she deflects crucial decisions with high failure potential to his/her higher ups, clients or low-ranking project staff. Virtually blameless, this PM makes sure that all mistakes have been committed by other people except by himself/herself and yet takes credit for any success.

The tell-tale signs are slow decisions because this PM always asks for or seeks approval even for routine activities or mundane decisions with written CYA (cover-your-ass) documents.

9. The No-Passion PM

This one typically lacks energy or fails to show any signs of excitement on the project. He/she will prefer not to talk about the project.

10. The No-Mistake PM

This one has not committed a mistake in his/her career and is most likely also an Equivocating PM. Moreover, this PM lacks valuable experience in foresight or troubleshooting future problems due to dulled or totally absent awareness on project risks.

This PM will habitually pass on the buck instead of directly resolving issues at hand. A worst version however is the All-Mistake PM who commits the same mistake over and over again.

Recommended Readings:

• Basic Safety Nets in Project Management
• Prudent Project Cost Structure in Winning Project Proposals
• Project Closing Strategies for ICT Consulting Project Managers

By: Melvin Tandoc