What gives a project manager that competitive edge? project management expert Rolf Kuhnast, defines the nature and habits of a succesful project manager.

Project Management is more than just mere planning and organizing. According to Rolf Kuhnast it is the ability to measure application processes against definable objectives.

Rolf has extensive experience in project management training, auditing, consulting, mentoring and risk management.

He began his career in the engineering field before making the natural move to project management. Now a registered professional engineer with 35 years experience in project and organisation development and management Rolf shares his insights into the crazy world of managing projects.

He highlights three areas of learning that are crucial to any successful project manager.

The first is theory training. This refers to the formal academic training generally completed at an educational facility. This will provide potential project managers with the basic principles needed to further their expertise. There are courses that run for two days and others that run for two years. According to Kuhnast there is no course or programme that will guarantee a successful outcome. Rather, as with most endeavours, the length of time and effort invested by the individual will determine their degree of success.

The second is practical training. This phase of learning is particularly important for would-be project managers as it is during this period that actual skills development takes place. The field of project management is practical by nature therefore it is crucial that graduates implement their theoretical knowledge in a practical setting.

The third learning phase is guidance. According to Rolf this is an area of training that has been largely overlooked. Many first time project managers are thrown into the deep end without a life jacket and then later blamed for drowning. To avoid costly mistakes, mentors or coaches should form part of the learning process.

In order for managers to act as catalysts in this learning process they must possess a thorough understanding of the definition of project management. Once the definition has been made clear there are certain steps that managers can take to ensure skills development takes place. “They can provide development training, and more importantly create opportunities for employees to work on projects” suggests Kuhnast.

Rolf says that many managers are afraid of giving employees this kind of responsibility; however these opportunities are required for individuals to develop their skills. Access to mentors during this time is crucial to employee success.

But what of those who have the academic qualification, a proven track record of successfully managed projects, and have even started mentoring. Have they reached the end of the journey? If you’re serious about this discipline it’s time to put your laurels aside and realize that project management is a lifetime commitment.

With three decades of project management experience, a Masters degree in leadership and a thesis in project management Rolf says that reading up on new material and keeping abreast of the latest trends is an important part of the profession.

Technology has created a fast-paced global business environment that has intensified the need to be more competitive, especially in a profession where flexibility and adaptability are the hallmarks of success. This means that project managers now need to be flexible enough to embrace change yet tough enough to withstand enormous amounts of stress and pressure, cautions Kuhnast. He highlights the top three skills of a successful project manager as analytical, leadership and above all people skills. The ability to work with people effectively is a project manager’s greatest asset stresses Kuhnast.

While these skills must be honed daily the upside is that project management skills are in fact life skills. We project manage everyday without even realising it” says Kuhnast. When we have a dinner party it is in essence a project that must be managed’. Whether we find ourselves operating in a work, home or social environment, “planning” is the key to successful project management. ‘Spend more time planning and less doing’ advises Kuhnast.

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