97 Things Every Project Manager Should Know

Chapter 37. To Thine Own Self Be True

Harry Tucker

ANY OF US WHO HAVE TRAVELED ON COMMERCIAL AIRCRAFT remember that during the safety demonstration we are told to put our oxygen masks on first, and then to assist an elderly person or child with his or her mask. If we struggle to put the other person's mask on before ours, we may succumb to oxygen deprivation before succeeding, and we all die. By putting ours on quickly, we are empowered to put 100% effort into taking care of others, and everyone lives.

I have witnessed many wonderful projects collapse over the years, even though the perfect storm of success was at the feet of those involved. The projects in question had:

• Unlimited market potential

• A superior product

• An empowered team enabled with phenomenal capability

However, the project manager had lost control of him-/herself and, therefore, could not take care of the team. The opportunity died of oxygen deprivation, so to speak, and the project failed.

To manage or lead teams (and there are sharp differences), software project managers need to be in complete control of themselves. They must have a strong understanding of their own personal purpose, vision, and mission, as well as personal and professional goals. When a solid personal life structure is in place, the manager's life is empowered. Without such empowerment, the manager is easily swept away by the challenges of living (both ...