12 Top Qualities of a Successful Project Manager - How Many Do You Have?

What qualities differentiate the mediocre manager from the exceptional?

Behind every great team is a great manager. But being a great project manager is more than just knowledge of methodologies and meeting milestones. It's a fine balance between energy and keeping a cool head, and being both a strategist and a tactician.

Here, we look at some of the key qualities that project managers need in order to optimise the chances of project success and build an effective team:

1. Set the vision

Project managers need to set a clear vision up front and have confidence in that vision. Furthermore, they need to be able to articulate the vision and inspire their team to fully embrace their shared goal.

2. Set inspirational standards

Enthusiasm is contagious and can be a major motivator, helping to mould individuals into a cohesive team. Inspired team members are more likely to go the extra mile to ensure the project's goals are achieved and delivered on time, on budget and to the right quality.

3. Delegate - and then let go

Leadership does not mean micro-managing every aspect of the project. Delegating effectively demonstrates trust in your teams, setting parameters, providing guidance and targets, and handing responsibility over to designated team members. Regular project meetings provide a supportive forum for sharing information and raising any issues.

4. Communicate clearly

Timely, accurate and meaningful communication to both the team and the client is critical to maintaining a cohesive team environment and achieving project success. Encourage a no-blame culture and regularly communicate the goals at each stage of the project to ensure any emerging concerns are voiced.

5. Take a creative approach to problem-solving

Rarely do projects go exactly to plan. You need to deal with changing scenarios, identify new opportunities and create solutions to instil confidence in your team and the client. Does the client have a complaint? A good project manager recognises that handling a complaint promptly and effectively can actually increase client satisfaction.

6. Keep calm under pressure

Events will inevitably crop up during any project that will change its course or affect its momentum. Being able to deal with this quickly, efficiently and in a controlled calm manner is crucial in order to turn the situation around and maintain the enthusiasm of your team.

7. Champion your team

Each member of your team will bring a different set of skills and experience. Understand and celebrate the value each member of your team brings to the project and, if necessary, adopt a slightly different approach to getting the best out of each of them.

8. Make sound decisions

To move a project on to completion, make timely decisions based on a consideration of facts, rather than making hasty split-second decisions. Show commitment to the decision but do not be afraid to change course later should a more appropriate course of action become apparent.

9. Use technology to apply good working practices

Project managers should be confident in handling the various tools and project management software that are at their disposal. The effective deployment of the latest technology will help manage all the team's time to best effect and keep the project budget on track.

10. Help the team to gel

You're only as strong as your weakest member and setting up a cohesive team is a crucial foundation for success. Consider the group dynamics in forming a team and be aware of everyone's strengths and weaknesses. Who will interact well and work effectively together?

11. Build consensus

Manage differing opinions before they escalate into conflict and ensure team members feel their opinions do count. Gain consensus across departments and negotiate over workloads, resources and finance where feasible, but do not be afraid to use your casting vote in order to protect the health and profit figure of the project.

12. See the big picture

Good project managers understand the role their project and team have in the wider business and its long-term strategy. They know the context in which decisions are made further up the hierarchy and any business politics, protecting their teams from unnecessary red tape.