Assessing the intangible factors contributing to the success of individual project managers is undervalued in most organizations. But the impact of the intangible skills on the project manager’s performance is equally powerful to the impact of the tangible ones. Therefore, organizations need to implement methodologies for evaluating the soft skills. How do you measure the intangible talents of project managers, their depth of understanding of protocol, their situational savvy and team building skills?
Before the assessment of the project manager can begin, the project environment’s temperature should be taken. The foreseen diversity of the team, business partners, supporting organization and the level of political conflict are some aspects of project organization that need to be understood. Additional project environment characteristics such as visibility of the project, funding levels, technical advancements and complexity of the business process should be evaluated as well.
The dynamics of an organization is an important factor when considering the level of difficulty for a project manager to achieve given results. Is it a stagnant organization with well-defined processes and procedures? Or is it a chaotic one, perceiving project management methodology as a set of constraints. Does it have mostly dedicated and talented people, or do people widely resist change and innovation?
Bala, I have a query for you. I sometimes feel that soft skills don't get the recognition they deserve after the project is over. And since soft skills can't be handed down or taught to juniors in training sessions, it sometimes becomes difficult to assess later what soft skills were required for the completion of the work. Companies tend to ignore the value of soft skills, managers tend to ignore it in junior team mates and individuals themselves trend to forget the soft skills they themselves have used.
How do we then build up on these soft skills?
, New Delhi
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