The 4C's of an Ideal Project Manager

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The 4C's of an Ideal Project Manager
To be excellent, a project manager should be:
- Communicative - Communication is the artery of any project and information is the blood that should flow seamlessly. The PM has to be communicative to all levels of the organization who are involved. It is not just to be communicative, but communicate effectively the right information at the right time to all the stakeholders of a project.
- Collaborative - Projects are a joint intellectual effort of many minds. The PM should lead any activity in a project and should take a collaborative approach. For example when adopting this approach, the PM is involving the client in project activities from the beginning, indirectly getting a buy-in. It becomes easier for the client to take decisions in any activity and overall it saves time in the project.
- Committed - This can make or break lots of decisions and has a tremendous impact on the project, and on the relationships and trust between the PM and various other constituents. A PM, once committed to a deliverable or a milestone, can never go back. By sticking to a commitment he builds relationship and trust.
- Creative - Customers are quenched with creative meaningful ideas that help them to meet the business or competitive market needs. The PM should be in the forefront with creativity in dealing with client’s problems or requirements. Also, he should be creative in leading the team. Problems do creep in a project, but the PM should be creative with array of new ideas to deal with them.

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		Foure-Joopen Helga, France
	20 Add Extra C's: Coordination and Concentration The four C's indicated above could perhaps be complimented by two others which are: - Coordination, and - Concentration in a horizontal and vertical sense. In this way, the manager's issue is oriented to organizational behaviour as well.

		Peruch Management Consultant, Belgium
	13 The Ideal Project Manager is a Leader Mr Saasthry, I like your points, what you tell us is that a good project manager should also be a leader... I can agree with that, because a leader manages processes, and not projects. Creativity, communication, collaboration are processes, and not projects. Commitment is an internal state, so not a project either. I tried to explain your vision with some rationale for our readers. But you're right. Best wishes for 2012.. It's still time...!

		Leonard Stewart, United States
	5 Add Extra C: Cool I would add another C: Cool, as in cool under pressure. A PM must respond to many pressures with aplomb and consistency... another c. (...)

		Asad Ali Manager, Pakistan
	4 Add Extra C: Caring Agreed, but I would add yet another C for Caring, because it is one of the most important sources for motivating the team. (...)

		alice fernandes, Kuwait
	2 Establishing an Ideal Project Team Very good points are listed but very rare to find all of these in one person. Every person has some strong areas and some weak areas. Hence when a project manager is selected, an assessment should be (...)

		Shankar Lakkaraju, India
	5 Caring / Empathy @Asad Ali : I agree with Caring; without empathy towards "your" team nothing can be achieved. Feel that the team is working for you not for the company. I think this will take you a long way. (...)

		Mohamed Hisham, Sri Lanka
	2 The Ideal Project Manager It becomes clear reading the above that the subject of project management includes team work, leadership and motivational factors. All these attributes are contributing factors to leading a project w (...)

		umesh bahadur, India
	10 Add Extra C: Couragious Great. I would like to add courage in taking decisions and to stand up to criticism when things do not turn up as planned. (...)

		Frank Yost, United States
	1 Leadership @Asad Ali : I could not agree with you more. People are losing sight of what it means to be a true leader. What a lot seem to fail to grasp is that by taking care of those that work for you, you are e (...)

		Macil Eddy, United States
	3 Add Extra C: Centered What about centered as in centered on the end goal, and not the project itself. It seems that failed projects I have studied failed in part because the project itself became the primary focus and not (...)