What I learned as an engineering project manager

What I learned as an engineering project managerSherwin RazmyAfter I graduated with a degree in engineering, I worked for several years in the U.S. Navy, then returned to school for my master’s of business administration (MBA) and my doctorate in law (JD). One should separate oneself by earning a graduate degree. An MBA goes hand in hand with an engineering bachelor’s for anyone who will be working for an engineering corporation. More than anything, know business management in order to be successful. Managing people is the key to success in a business.Being a project manager is more than learning a book of formulas. One must work well with others, and communication is the key to effective management. Players must come together as a team in order to accomplish a task. Successful project managers do not simply delegate orders and take all of the credit. A good project manager acknowledges everybody, at all levels. Once a project manager has the respect of his employees, they will go the extra mile to help them out. However, if a project manager does not care and lays off employees at the first sign of trouble, they will not be loyal. Below are six attributes I find essential for excellent project managers.

They possess the gift of foresight. Good project managers are able to anticipate and head off problems that can jeopardize deadlines, budgets, and user acceptance. An MBA will prepare you for these challenges because you will learn how to balance the books and stay on budget. A good project manager is efficient and communicates with the higher ups that everything is squared away. The last thing they want to hear is, “We are over budget”; if that happens, they will find another project manager.

They are organized. Organization seems like an obvious characteristic of a star project manager, but it manifests itself in a variety of ways, including in an ability to stay focused on the big picture and to prioritize competing responsibilities. In most projects, there are so many things that have to get done that it is hard to stay on top of everything and in control of everything, Being able to prioritize work for your team is a critical aspect of what a project manager has to do. Just like in the navy, your organizational skills will help separate you from your colleagues.

They know how to lead. Lao Tzu once said, “The leader is best when people are hardly aware of his existence, not so good when people praise his government, less good when people stand in fear worse when people are contemptuous, fail to honor people and they fail to honor you, but of a good leader who speaks little, when his work is done, his aim is fulfilled, the people say, we did it ourselves.” Project managers have to interact with and influence a variety of stakeholders, including their project teams and project sponsors. Since many project team members do not report directly to the project manager, the project manager has to find ways to motivate workers over whom they have no direct influence and who can make or break a project. Project managers also need to be able to inspire the confidence of stakeholders and sponsors in the event the budget or timeline needs to be renegotiated or additional resources are needed to complete the project.

They are good communicators. Successful project managers effectively use e-mail, meetings, and status reports to communicate their ideas, get decisions made, and resolve problems, says Kondo. They also understand that they need to discuss their project in the context of whatever is most important to their audience, she adds.

They are pragmatic. Sometimes project managers can be too analytical. They analyze things to death before they move ahead. Good project managers focus on getting work done with the resources available to them. Good project managers also utilize their employees’ strengths.

They are empathetic. “Project managers rely on others to be successful.” Project managers cannot effectively influence others if they do not understand what motivates their stakeholders. They need to learn the stakeholders’ concerns about a project, take those concerns seriously, and address them.

No matter what field you decide to pick, remember that a good project manager, just like a good commanding officer, democratically involves their employees in the process. When employees feel empowered, they will exceed expectations set by management. Above all else, remain humble. When I was seventeen years old, I started out as an undesignated deck seaman. I worked hard and learned Persian so I became a CT. While I was in the navy, I took classes online at Pasadena City College. My commanding officer was so proud that I got promoted to CT2 and I got accepted to the University of California, Berkley’s mechanical engineering program, he gave me an early out chit, and I waived my fourth and final year.Two years later, I went to OCS and became a crypto, and after my service, I continued my academic career. After receiving my MBA from Marshall School of Business at the University of Southern California, I got admitted to Stanford Law School. While I was at law school, I received my PE, and today I am an engineering project manager for a big-three engineering firm based in Pasadena, CA. I remember the days when I washed dishes in the scullery for twelve hours a day, seven days a week on a U.S. destroyer (USS Pinckney DDG91), and you should never forget where you came from, as well. That is what transforms a good engineering project manager into an excellent engineering project manager.About the authorSherwin Razmy (sherwin_razmy@yahoo.com) was an engineering project manager for Parsons, Pasadena, CA USA at the time of the writing of this article.Digital Object Identifier 10.1109/MPOT.2014.2379751CoverTechRxivMastheadIEEE AccessIEEE Potentials 40th anniversaryA journey to discovering your vocationRemembering Ray FloydWhat I learned as an engineering project managerBeyond the classroomLow-cost software defined radio for electrical engineering educationHow to Market to Generation Z on Social MediaBlockchain perspectives, mining, and typesIt looks like me, but it isn’t meProtect your user!Subscribe to ProceedingsIEEE Life InsuranceArchives