Most if not all projects begin with an idea; sometimes bright and often unfunded.  Recently, I was ‘invited’ to create a multi-dimensional, not-seen-here-before outcome that has obvious and significant value to a company, but has table scraps for a budget.  The idea, I’m sure,  is that if I can create something of measurable value from little or nothing, follow up funding can be attracted.  If the seed grows, someone will water and feed it.

There are the obvious obstacles; other work that’s part of my normal assignment, no tangible support (money) to buy stuff for people who could help me, no corporate ‘mandate’ - the usual.  But there are also unique rewards that would come with success.  Exclusive credit for free-lancing a value-center, the enhanced leadership/entrepreneur reputation that comes with getting people to support my effort with their discretionary time and effort, a new, different, expanded or just  less-boring role in the company.  Money?!

You must be capable of a corporate form of magic to create something of value in business from nothing.  Of course, it really  isn’t magic, it’s planning, relationship building, persuasion, persistence and ruthless time management skills. But given that most companies are in a woefully short supply of those virtues, especially combined in one person, if you can use them to create new value, you will be seen as a magician.

Formal projects with big budgets and significant visibility are almost always lead by an experienced, successful project manager.  But what about the thousands of informal projects that are created in meetings every day, assigned to someone with a list of other responsibilities, operated without a budget or expressed authorization and hobbled by a hurried plan and unrealistic schedule?  This ‘business-as-usual’ approach to ad hoc projects has to be a big hole in many businesses productivity pocket.  And if you’re thinking that some project management training will solve the problem, think again.

The high potential project manager must start with a constellation of personality characteristics to succeed.  Like a klutz who studies ballet, if an aspiring project manager isn’t naturally inclined toward relationship building, organization, results-focus, persistence and mental ‘toughness’, training will, at best, produce a failure-prone performer.    Sending managers or contributors to project management training without taking a careful look at their natural performance skills is worse than a waste of time and money; it’s a set up for expensive failures.

So, you’re thinking, how do I measure the natural performance skills of people I’m thinking of sending to project management training?  Stay tuned - answers are on their way here.