While Superman might make an excellent project manager, with his super-strength for managing heavy workloads, lightning speed for completing tasks, or x-ray vision for discovering potential issues and risks, he obviously has a lot on his plate already in the way of alien invasions, super-villains, Lois Lane, etc.
Fortunately, superpowers are not required to be a project manager, but there are a number of traits that help. You don’t have to be a born project manager, these skills can be cultivated with experience and time, so it would be best to get started now.
Good leadership requires open communication with the team, being clear about what their responsibilities are and what is expected from them, and making sure those expectations are met. The Timesheet Compliance view in TrackerSuite.Net can help, allowing managers to check in on the work their team members are charging time for.
Unfortunately, real wisdom requires experience with both success and failure, and then the presence of mind to act on that experience when applicable situations arise. While new project managers lack experience to draw from, they can leverage other sources to fill in the gap, such as studying historical efforts and analyzing the steps that led their success, or failure. Even experienced project managers can draw on this tactic, making the establishment of project archives a smart move for almost any organization. By the way, if you'd really like to dive into systemic analysis of wisdom in decision making, the University of Chicago is preparing a scientific textbook on it.
Good work takes time. This doesn’t mean work shouldn’t be time-boxed and tracked, or that schedules can be ignored. But setting unrealistic delivery dates can lead to stressed team members, rushed and slipshod work, and ultimately poor quality deliverables. Using resource availability views in TrackerSuite.Net, organizations can easily review workloads and allocations, ensuring that projects have the resources they need and that those resources aren’t being squandered or overburdened.
By ambition, we mean the drive to deliver projects that exceed expectations, and the desire to take on bigger and more important initiatives. More so than the previous traits, ambition separates the regular project managers from the "super" managers. While a regular project manager takes a workmanlike approach to completing their initiative, and is content in its delivery on time and within schedule, a super project manager looks at their initiative as a stepping stone to something greater. Even smaller projects are considered as opportunities to hone their skills and add another success to their personal work portfolio.
Up Up and Away
These traits may not be as nifty as outrunning a speeding bullet or being more powerful than a locomotive, but they’ll go a lot farther than those or most other super-powers, in helping a project manager lead a successful project and manage a healthy portfolio.
Still, flying would be really cool.