Tag Archives: project-management

Adaptable Communication: The Sailing through Effective Project Management

Posted on by
Image by pencil parker from Pixabay

This article was originally published at: https://medium.com/@nadegeminois/adaptable-communication-the-sailing-through-effective-project-management-84867ed3bd07

One word encapsulates the environment of project management: diversity. This diversity is not only in tasks and activities but also in the people involved. From team members to end users, regulatory bodies to audit committees, the range of stakeholders a project manager must engage with is vast and varied. Each group requires different information, delivered in a manner that resonates with them. This is where the art of adaptable communication becomes indispensable.

Understanding the Audience

The first step in adaptable communication is understanding your audience. Each stakeholder group has unique needs, expectations, and communication preferences. For instance, while team members may require detailed daily updates, executive stakeholders might prefer high-level summaries. Regulatory bodies may need precise compliance information, whereas end users might be more interested in how the project benefits them. Recognising these differences is crucial for effective communication.

Tailoring the Message

Once you understand your audience, the next step is tailoring your message. This involves not only the content but also the delivery method. Some stakeholders might prefer written reports, while others might respond better to visual presentations or face-to-face meetings. The key is to convey meaningful and impactful messages that ensure clarity about the project and each stakeholder’s role in it. When stakeholders are clear about their roles, they are more likely to be engaged and contribute positively to the project.

Building Trust and Engagement

Adaptable communication is not just about delivering information; it’s about building trust and engagement. When stakeholders feel that their needs and preferences are understood and respected, they are more likely to trust the project manager and the project itself. This trust fosters a collaborative environment where stakeholders are more willing to share insights, provide feedback, and support the project’s objectives.

Overcoming Communication Barriers

In any project, communication barriers are inevitable. These can arise from cultural differences, language barriers, or even differing levels of technical understanding. An adaptable communicator anticipates these challenges and proactively addresses them. This might involve using simpler language, providing translations, or offering additional training sessions to ensure everyone is on the same page.

The Role of Technology

In today’s digital age, technology plays a significant role in adaptable communication. Project managers have access to a plethora of tools that can aid in tailoring communication. From project management software that offers real-time updates to video conferencing tools that facilitate virtual meetings, technology can bridge the gap between diverse stakeholder groups. However, it’s essential to choose the right tools that align with the stakeholders’ preferences and the project’s needs.

Continuous Improvement

Adaptable communication is not a one-time effort but a continuous process. As projects evolve, so do the needs and expectations of stakeholders. Regular feedback loops can help project managers refine their communication strategies. By actively seeking feedback and being open to change, project managers can ensure that their communication remains effective and relevant throughout the project lifecycle.

Conclusion

Adaptable communication is a vital trait for any project manager aiming for success. By understanding the diverse needs of stakeholders, tailoring messages accordingly, and leveraging technology, project managers can foster an environment of trust and engagement. This not only enhances the project’s chances of success but also transforms stakeholders into active allies, paving the way for smoother project delivery and greater overall satisfaction.

5 traits that make great project managers. Do you have them?

Posted on by
Photo by Natalia Ventskovskaya on Unsplash

This article was originally published at: https://medium.com/@nadegeminois/5-traits-that-make-great-project-managers-do-you-have-them-3097dc41bb37

If you are reading this piece, you are likely a project manager. And you are not alone.

There are many project managers around the world and the demand for project managers is still increasing.

But not all project managers are equal. Here is my take on what is needed to be a great project manager.

The negative side is that you may not have these competencies yet,especially if you are early in your career. The positive side is that all the points I will talk about can be learned.

There is always room for improvement!

In this article, I will give an overview of 5 traits essential to be successful as a project manager. I will then detail each of these traits in subsequent articles.

An adaptable communication

There is probably a word that sums up quite well the project environment: diversity. Of course, diversity of tasks and activities, and also diversity of people.

When you think of all the various stakeholder groups you need to manage in every project, it can be overwhelming. They go from your team members to end users, regulatory bodies and audit committees for instance. You will interact daily with some, a lot more sparingly with others. They need different information, conveyed in different ways.

So, when you can adapt your communication – both the content and the way you deliver this content – to your varied audiences, you convey more meaningful and impactful messages. People are clear about the project and their role in it. They will also be more engaged and ready to contribute.

A flexible leadership

You will have all read that now, it is not enough to be a manager; you need to be a leader. And I agree with that. People have very different expectations about how they ought to be treated and valued at work. The time has finally come when it is recognised that people must be respected and valued.

Just telling people what to do, when and how, will not cut it. Remember that you and your team members deliver the project. Without them, there is no project, nothing will be done. In short, people are the most important aspect of a project.

We all have a preferred leadership style. However, great project managers can use all the different leadership styles as and when necessary. The style needed will depend on the persons involved, their level of knowledge and experience, and the task at hand.

Big picture and details

The role of project manager has also evolved on that point, not just on leadership. Strategic thinking is high on the agenda these days. It means that now, any project manager worth its salt needs to keep an eye both on the big picture and on the details.

You need to think strategically, keep a focus on strategic alignment, business goals alignment, benefits and value the project will bring. But if you do only this part, you can lose track of the tasks to be done and end up with the project going nowhere.

On the other side, attention to details and ensuring the daily work is done is still a big part of any project manager’s role. However, if you concentrate only on this part, you end up just micromanaging the project and your team members will resent you for that.

Organisation

There is a lot to do in a project! So many things to juggle in parallel.

As the project manager, you need to keep track of what is happening in your projects and what needs to be done.

Long to-do-lists on loose pieces of paper will not do it. Or thinking that you’ve got it all organised in your head.

Organisation is paramount for efficiency in a project. Organisation will breed organisation. If you are organised and that your project tasks are well organised, your project team will be more organised too because your team members will be clear on what to do.

It will also streamline planning and make the project more adaptable when things need to be shifted around, as it happens often in projects.

Technical agility

That takes us to the last trait I want to cover. Here, technical agility doesn’t refer to your knowledge in the industry oft he project. You don’t need to bean IT expert to manage IT projects for instance.

What I refer to here is the ability to use the right tools that will make the project more efficient.

We covered organisation in the previous section. Being able to use the tools that will allow you to organise the project will be paramount.

It is also being able to decide which tools to use for the project: project management tools, communication tools and so on.

And this is not including Artificial Intelligence (AI), a whole area on its own.

So, now you have read this piece, which ones of these skills do you have already? Which ones need some improvement?

From an Article to the IPM Volunteer Leadership Team

Posted on by

This article was originally published at https://instituteprojectmanagement.com/blog/from-an-article-to-the-senior-ipm-volunteer-leadership-team/

When I was approached to submit an article for the IPM, I did not hesitate to take the opportunity. I am always looking forward to sharing my knowledge and experience. I had no idea it would be the start of an ongoing collaboration! 

My Journey with IPM: From Volunteering to Leadership 

From the start, I was drawn to what IPM was doing and wanted to achieve. I loved the dynamism and vision of the people I interacted with in my first encounters with the organisation. I wanted to be part of the journey, help others with my knowledge and experience, and learn from others in fields I am far from an expert in! 

My role was to review one of the IPM courses. It fitted me really well because it was a subject in which I had experience, trained, and consulted myself in my professional life. I also have a lot of experience in teaching, so I felt that this assignment was definitely appropriately chosen. I felt honoured to be given that responsibility and was really rewarded by the very positive feedback I received from my review. 

Contributing to IPM’s Growth: Tasks, Roles, and Insights

Discovering the goals, objectives, and audience with the team and then how to best organise the sessions themselves was very enriching because I could hear many different perspectives. Also, seeing how it evolved was fascinating. It was really an experience of the business journey, and it was very refreshing for me, as I tend to work more in isolation on my business development as a freelance consultant. The pinnacle of this activity with IPM was to be asked to host the webinars. I felt really recognised and included to be asked to represent IPM at each event. I am delighted to host the monthly webinar, introducing the speaker and facilitating the conversation if needed. 

The Power of Volunteering: Building Relationships and Skills at IPM

My journey has been much more than I thought it would be! As a volunteer for IPM, I hope my story shows that you can be involved in tasks of real strategic importance for IPM. I have also forged more than just working relationships. Regularly working alongside enthusiastic, motivated individuals from all over the world is really an experience that lifts you up. 

I can only recommend volunteering with us at IPM. You never know where the journey will take you! 

The Difference Communication Makes in Projects

Posted on by

This article was originally published on the Institute of Project Management website at https://instituteprojectmanagement.com/blog/the-difference-communication-makes-in-projects/

Introduction

Inefficient communication is the main reason why projects fail, i.e., are over budget and late and do not deliver what was initially expected. According to the PMI Pulse of the Profession 2023 report, communication is amongst the most critical power skills to acquire. According to the same report, organisations prioritising more power skills deliver their projects more successfully. In this article, I will explain the concrete difference that efficient communication makes in project delivery.

Two Scenarios: A Comparison

Here are two scenarios illustrating how communication affects project success:

1. Nivra’s Approach: Miscommunication Leads to Setbacks

Nivra is a project manager who implements an Enterprise Resource Planning (ERP) system for a big organisation. One morning, Nivra storms into the project team office and goes straight to Gus: “You were supposed to have done this by yesterday. I want it by tomorrow morning. I don’t care if you have to work on it the whole day and night. Get it done!”.

Gus never got a chance to explain the reasons for the non-delivery and that he wasn’t clear on the deadline. Later that day, Nivra got a message from the ERP supplier about a setback that would put the project off track. Nivra had known of this potentially happening as it was a risk the ERP supplier had raised, but Nivra did not tell other stakeholders about it and didn’t have a mitigation plan in place. Nivra did not want to “alert” the project sponsor and steering committee and hoped the risk would not materialise. At a meeting with some future users of the ERP system, some complained that the part shown did not do what they needed it to do. Nivra blamed the team member in charge of developing this part for not understanding the requirements.

2. Luvon’s Approach: Clear Communication Ensures Progress

Luvon knows the project is approaching a firm deadline. Arriving every morning in the office, Luvon asks the team members, “What do you need to make this deadline? Is progress as planned? Anything to clarify with a stakeholder?”.

Everyone shares their concerns and progress. Luvon regularly updates the key stakeholders on the progress until the deadline. Luvon is in regular contact with an external collaborator as they raised some concerns on their side regarding their ability to meet the deadline. Luvon raised the risk with the project sponsor and informed the sponsor and the steering committee on a regular basis. The project is ready to put a mitigation plan into action if the collaborator informs them they will not meet the deadline.

Are You More Like Nivra or Luvon?

What is happening in the projects in these two scenarios is similar. However, the way of handling it as a project manager is completely different. And it will have more than a significant impact on the project. How do you think team members and other stakeholders feel in each scenario? How much do you think they want to engage and are confident in the successful delivery of the project?

The Importance of Communication in Successful Projects

Successful projects are built on a strong communication foundation. Communication is what holds all parties together while delivering the project. The main goal of this communication is to get things done. After all, project management is results and tasks-driven. But it is people who run projects. So, as a project manager, look after the people, and they will look after the project!

What You Achieve with Efficient Project Communication

These are some examples of what efficient communication will bring to your projects.

  • Clear Objectives, Goals, Tasks and Deadlines: Team members know what to do, why they do it, how to do it and when to do it. Wider stakeholders know why you do what you do, what to expect and when.
  • Engaged Stakeholders: When you communicate relevant information at the right time to the right people, then stakeholders feel that they know what they need to know about the project. Furthermore, they know what’s in it for them and are more eager to contribute and engage with the project when it comes to championing it, testing the deliverables and embedding the project’s deliverables into their business-as-usual activities.
  • Better Risk Management: Most risks escalate into issues because of a lack of communication, which would have seen the risk becoming more likely to happen.
  • Better Team Collaboration and Efficiency: That sounds cliché, doesn’t it? But that’s the reality. Communication is the oil in the cogs of the team working.

What Needs to Underpin Communication

Communication in project management is not just about being a smooth operator (in a positive sense). Efficient communication needs to be underpinned by four values that should guide every communication and action in a project. I take these values as the most important when interacting with your team members and other stakeholders.

  • Respect: Everyone in the project has something to contribute. All voices need to be heard, all questions answered.
  • Trust: It will foster more open communication between stakeholders. Combined with respect, it will create an environment in which people can be open, make mistakes and share their ideas and thoughts about the project without fear.
  • Autonomy: As a project manager, you need to allow people to decide, and you need to delegate appropriately. Your role as a project manager is to get the best out of your team to deliver the project.
  • Integrity: As the project manager, you need to lead by example. If you do not show integrity in your words and actions, your team members and stakeholders will lose confidence and trust in you, your honesty and your reliability.

Now, let’s turn to what you can do concretely to make your project communication more efficient. Below are five areas that require your focus. Getting them right will go a long way towards efficient project communication.

Key Communication Strategies for Project Managers

  • Develop a Communication Plan: This is a given. Every project needs a detailed and tailored communication plan. It relies on thorough stakeholder identification. It contains the who, when, how, how often, and by whom of your communication within the project. It allows us to keep track of planned communication. However, this is only a first step. It is not because you have meetings in your plan that these meetings will be successful.
  • Use Technology Wisely: In an era in which we have access to so many tools, apps, and various technologies, it is easy to use them just for their own sake. Using many different tools to communicate is likely to confuse people interacting with the project. Consider the needs of the project and then assess which tools are best to fulfil these needs. Avoid using technology that is unsupported or not officially approved by your organisation. If you think the best technology is one not yet available to you via your organisation, make a case to get it and embed it in future projects.
  • Regular Updates: Schedule time to discuss progress, address issues or adjust plans as and when needed. These updates can be informal or set up meetings for them. Keep people informed. Your communication plan should reflect this effort for regular updates beyond project update reports.
  • Encourage Open Communication: Begin by being open to yourself. Share what is happening in the project, even the not-so-good news. Setbacks and issues always happen. Share them and ask stakeholders for help with them when necessary. If you are open, your team members and stakeholders will also open up more easily. This flow of communication will ensure everyone is clear on and engaged with the project.
  • Tailor Communication to Your Audience: Communication is not one size fits all. This is why having a communication plan in itself is not enough. The important aspect is how you turn the planned and unplanned interactions into impactful moments. You need to understand the communication needs and expectations of your stakeholders, depending on their roles in the projects and aspects such as their culture, circumstances, and so on. To achieve this, you first need to become aware of your own communication patterns and then understand others’ patterns to adapt your communication. The goal of communication is to be understood, and this is the responsibility of the person who sends the message. So, you need to “speak a language” that your interlocutors will understand.

Conclusion

By implementing these strategies and embracing the core values of respect, trust, autonomy, and integrity, you’ll be well on your way to improving communication in your projects. Strive to be more like Luvon — clear, open, and proactive in your communication, ensuring the success of your projects.

Now you can work on being more of a Luvon and less of a Nivra!

Reference Literature

Project Management Institute (PMI). 2023. “Pulse of the Profession 2023 — Power Skills, Redefining Project Success.”

Harvard Business Review (HBR). 2012. “The New Science of Building Great Teams.”

How I prepared for my PMP® certification and passed first time

Posted on by
Picture by WOKANDAPIX on Pixabay

Article originally published at https://medium.com/@nadegeminois/how-i-prepared-for-my-pmp-certification-and-passed-first-time-a40ea1f3a0ec

Recently I studied for the PMP® certification. It was quite a journey of trials and errors, doubts and hard work.

I thought that to avoid some of the mistakes I have made, I would share how I did it at the end and what has worked for me. This is not a magic bullet; it is not a guarantee that you will pass. It is just my own experience and what has worked for me may not work for you.

In this article, I assume you fulfil the requirements to apply for the certification and I will not discuss this part of the process.

Make sure you have time and headspace

I talked about hard work and dedication in the introduction. This is the first thing you need to be able to give. If you cannot afford time on the preparation almost everyday, it will be hard to efficiently prepare.

The preparation is a lot about mindset, so if you cannot be in the right preparation mindset, for whatever reason, it may be better to postpone thinking of taking the certification.

Because if you do, you may find yourself getting fully demotivated because you do not progress as you wish or had planned. Also, learning and preparing every day keeps you focused on the subject.

Doing this I have found that I could see progress regularly. However, it wasn’t the case to begin with because I had to adjust my learning strategy as I went along. Once I found the right material for me, I could focus on going through the process until I felt ready for the exam. It took me a bit over 2 months of preparation.

So, what was this process for me?

Read the books

At the end, the most valuable for me was actually to go through the source material on which you will be tested: the various PMI reference books.

For PMP®, there are three books: The PMBOK Guide 7th edition, the process groups practice guide and the agile practice guide, at the time of writing. They cover about everything you need to know. To get these books, the easiest is probably to become a PMI member and you can then download them for free.

Yes I know it can be daunting to go through over 700 pages of content (roughly, excluding annexes), but it is worthwhile. The best is actually to go through them several times. I did a first thorough reading of all three. Then, I read them again, I think 3 more times at the end. Each time, it becomes quicker because you can focus on what you haven’t fully integrated and skip quickly the rest.

The last time I went through them was 2 to 3 days before the exam, to go over a last time. This last time, it took me about 2 hours to go through all three books.

Take a course or two

Alongside reading the books, I also decided to take an online, self-paced PMP® preparation course. You can find plenty of them if you make an internet search for them.

The good thing is that because they focus on the PMP® preparation, they help you understand better about the preparation and the exam and they focus on what is important for the exam.

I have also found it useful for the downloadable resources that usually come with the courses. It provides an handy summary of the most useful information. I had a set of these (the ones I felt I needed to focus the most on), and was going through these few pages every day. I also went through them a last time the day before the exam.

If you feel a self-paced course will not be the right format for you, you can choose to go for a live course, in person or online. I personally went against this option for several reasons. The first was it is less flexible than a self-paced course to organise your studying. The second, honestly, was a matter of price. However, if you feel you need more structure for your study, this can be an option you want to investigate.

Practice questions

At the end, the exam is about answering questions, so it is a good idea to get ready for that.

Like the online courses, you can find different apps with question banks for you to practice. I would advice to try several as the questions will be different between the different apps. This way, you are exposed to more different types of questions. I used 2 different apps.

PMI itself has some question banks too. I tried the ones coming with their AI tool, PMI Infinity.

I have also used books for practicing questions. Again you can find many books with questions banks.

Aim to answer questions every day. During my preparation, I was doing between about 20 and 60 questions a day.

Take mock exams

This is a must. You need to take several mock exams before the real one; and do well! As an example, I got 86, 88, 89 and 94% respectively on the mock exams I took (all different, no retake of the same one).

The apps with questions, as well as the various self-paced courses come with mock exams. PMI itself also has an exam simulator.

When you take them, be as close as possible to exam conditions, especially if you opt to take the exam online at home.

Two words of caution here:

Whatever mock exam you take, know that the questions will be quite different from the ones in the real exam. Note that it is also of course the case for any question banks you might use.

And second, as I experienced, the real exam has taken me a lot longer! I finished the 4 mock exams I took all within 1,5 hour but it took me a bit over 2,5 hours to finish the real exam. This time aspect is particularly important: you do not want to fail because you haven’t had time to answer all the questions!

Book your exam relatively early in the process

Finally, I made a mistake not to book my exam early enough. I postponed booking it, claiming to myself I wasn’t ready!

Then, when I felt ready, because of other commitments (make sure you have at least half a day free for the exam), I booked it for two weeks later!

For sure, you can book it for the next day or so if you take it online. That was my own experience of booking it but I guess I am not the only one having experienced that.

I think not booking it early left me in my preparation with a missing piece: a deadline. It probably felt particularly strange for someone in project management!

It wasn’t my case but it is especially important to think about the booking if you want to take the exam in a test centre. I chose to take it at home for the familiarity. I also knew I had the adequate conditions of quiet and focused time. Practically, a test centre would have been a long trip for me too.

Last advice

Don’t go alone! This preparation can be a long and lonely journey. So, try not to travel alone. Let people know you are preparing for the PMP® certification. If you can, find one or several study buddies. This is how I began, with someone else. Then life got in the way but that is another story.

With this last advice, I want to take the time to thank all the people who have helped me on the way, sharing such valuable advice and resources to make my journey successful.

Why You Should Hire a Scientist for Hybrid Project Management

Posted on by

Article originally published at https://medium.com/@nadegeminois/why-you-should-hire-a-scientist-for-hybrid-project-management-dc809e97df81

When I switched from research in Biology to project management, I realised that, without knowing it, I had loads of experience in hybrid project management. Doing research is actually not very different from doing another type of project. Although you don’t call them the same, a scientist running and managing research projects uses a lot of techniques used in “formal” project management. A scientist can also bring highly valuable transferable skills as a project manager.

So, let me convince you that next time you hire a project manager, don’t sniff at the application from someone with a scientific background.

First, what’s the fuss with hybrid project management?

The ability to adapt project management methods becomes ever more crucial. Many companies now use hybrid project management, blending traditional and agile approaches to create a method tailored to each project’s unique demands. In short, it is a methodology spreading more in companies because of its adaptability to each organisation’s needs and culture.

While project managers with experience in different methodologies are valuable, a scientist as a project manager can be a game-changer. Scientists bring a unique blend of analytical skills, problem-solving abilities, and a rigorous approach to data that can significantly enhance the effectiveness of hybrid project management. Here’s why hiring a scientist can help make your hybrid project management approach more innovative, accurate, and resilient.

But before looking at these skills, let’s analyse the life cycle of a research project. I focus here on projects in “hard” sciences as they are sometimes called, because this is what I know best.

How a research project evolves

As any project, a research project begins with a question, an idea, a need. Then, as any project, you need money to carry the project out. And when you add salaries, costs of fancy equipment, consumables and everything else, it can come to a hefty amount of money!

And at this stage, it is all predictive project management. Because this is what you need to do when you apply for money to a funding body. You need to have everything planned for the whole length of the project: everything you will need, what you will do, when, who will do it (at least position and experience level if not specific names). And of course, you need to explain the expected results.

But it isn’t just about scope, resource and schedule. It is also about risks, benefits, impact as they sometimes like to call it and how the project fits in the overall field. In short, you also need to have the equivalent of the whole business documents you would prepare at the start of a project, even before formally initiating a project.

And let’s not forget communication! When you prepare a grant proposal, you need to detail the meetings you will have with your collaborators, the conferences you plan to present your results to, the articles you plan to write and outreach events to talk about your research and its importance to general audiences.

But from then on, once you have the money, it becomes all agile!

The cost is fixed: you cannot get more money for the same project. The time is fixed: your grant may be for a year, 3 years, 5 years or however long. This is the amount of time during which you will receive the money you got. The quality is fixed, because you want to publish your results in the best journals, to get more recognition and money for future projects.

So, in a very agile way, what will differ from your original plan is what you deliver. You will have of course your Minimum Viable Product, the least your project needs to deliver to be of the quality and scope required. However, exactly, how you deliver it, when, will vary. There are also peculiarities of science that makes any project uncertain and thus more agile. Techniques evolve quickly and a new, better technique, to measure what you wanted to measure has been developed. It is like taking an new opportunity in any project. Then, more specific to science, is that you cannot always predict the results of your experiments. So, it may happen that your project ends up in a different direction. This would be like finding a different way of providing greater value with your project.

For instance, this latter aspect happened to me both in my Masters and my PhD. I did not get the results we first expected from our hypothesis. This led me onto a new path, a new avenue of research, which at the end led to results that had greater value to the field.

I hope you can see in this description how scientists master both the more rigid structure of the predictive approach and the flexibility of agile methodologies.

Now, let’s look at individual characteristics that scientists get from their education and training. I will look here at 6 characteristics particularly suited for switching to project management. (A disclaimer here: the remainder of the article have been first drafted with the help of AI, unlike what appeared before).

1. Scientists Thrive in Complex Environments

One of the most notable strengths scientists bring is their ability to navigate and make sense of complexity. In research, scientists often tackle intricate, multifaceted problems that require a high tolerance for uncertainty. Hybrid project management similarly deals with diverse, evolving requirements, needing adaptive thinking and creative problem-solving. For example, managing a project with both agile and waterfall components may require complex coordination between teams operating under different principles. A scientist, accustomed to handling complexity, can bring methods and insights that facilitate clear decision-making amidst these dynamics.

2. Strong Analytical and Data-Driven Approach

Scientists are trained to rely on evidence, systematically testing hypotheses and analysing results. This approach translates well to hybrid project management, where balancing traditional metrics with agile flexibility can be challenging. By hiring a scientist, you bring on board someone skilled at data collection, analysis, and interpretation. Scientists are equipped to establish meaningful performance metrics, assess risks, and provide insights on progress. Their capacity for data-driven evaluation can make hybrid projects more transparent and better structured, as they can quickly identify trends, inefficiencies, or potential issues based on data analysis.

3. Effective Problem Solvers

Problem-solving is at the core of scientific work. Scientists are accustomed to dealing with challenges that don’t have obvious solutions and are skilled at developing innovative approaches to overcome them. In hybrid project management, unexpected problems are often a reality. A scientist’s problem-solving approach is methodical, systematic, and creative, which can be instrumental in developing solutions that bridge the gap between agile and traditional project requirements. For example, if a project encounters resource bottlenecks, a scientist can break down the problem, test potential solutions, and recommend an evidence-based approach that minimises disruption and optimises workflow.

4. Familiarity with Technological Tools and Research Methods

Today’s scientists work with a wide range of technological tools, including data analysis software, project modelling, and simulation tools. This technological know-how is invaluable in hybrid project management, where tools are often needed to manage various project stages, track progress, and analyse performance. Furthermore, scientists are familiar with rigorous research methods, allowing them to evaluate new project management tools, techniques, or practices objectively. They can introduce tools that add value to the project, helping teams improve efficiency and effectiveness.

5. Unique Perspective and Fresh Ideas

Because scientists come from a background of discovery and innovation, they can offer perspectives that are often different from those of traditional project managers. Their diverse knowledge base can inspire creative solutions, enabling the project team to view challenges from new angles. Scientists are also used to working in cross-disciplinary environments, where collaboration and open communication are essential. This background allows them to bridge gaps between traditional and agile teams, fostering an environment where innovation and structure coexist harmoniously.

6. Emphasis on Continuous Learning and Adaptation

Scientists are trained to be lifelong learners, continually seeking new information and adapting to advancements in their fields. This mindset aligns well with the iterative nature of hybrid project management, where adaptability and continuous improvement are crucial. By hiring a scientist, you bring in someone who is not only open to learning new project management techniques but also eager to apply insights from ongoing research. This emphasis on learning allows your team to stay updated with best practices and makes your project management approach more adaptable and resilient over time.

Conclusion

Hybrid project management is a versatile approach, but it requires a unique skill set that combines traditional planning with agile responsiveness. A scientist can complement the project team with their analytical mindset, problem-solving skills, and adaptability. They bring a fresh perspective, are highly data-driven, and have an innate ability to manage complex, evolving situations. In a landscape where projects demand agility, precision, and creativity, hiring a scientist can give your organisation a competitive edge. By leveraging their skills, you can make your hybrid project management approach more effective, innovative, and prepared for the challenges of the modern business environment.