I had a conversation recently with a principal of an architecture firm regarding the history of the profession when we found ourselves talking about project management. He did most of the talking— venting, really, in the most head-spinning way about the lack of people skills, common sense, manners, and simple tact among some architects. We continued to swap stories and shared a bit of laughter over the subject, but for us— or anyone who may have experienced the same—these scenarios were in no way funny at the time.

It is important for everyone in the firm to realize that project management is more than awesome design, technical savvy, or even meticulous dollar tracking. It is especially more than an elevated title many assume arrives with an elevated salary. Project manager is a role of many dimensions and project management is a skill we will always be learning.

Speaking in the most general of terms, a project manager delivers the solution the clients need at the price they want within their schedule and our budget. But again, it goes far beyond that definition, and those that have seen bad project management in action will appreciate just a few of the examples that follow.

Building relationships

• Good: Good projects require good relationships—with every person and entity that touches the projects we manage. The project manager respects and builds up these connections because everyone is there for a very good reason and has something valuable to contribute. Besides, we don't know who these people know— and maybe our next big project comes from a direct recommendation by the external teams we work with.
• Bad: I've worked with architects whose mission was to really impress the client while simultaneously spreading offense to everyone else on the team. In truth, clients want all to succeed and are not impressed with a sharp tongue, mean spirit, or display of arrogance. So don't walk into a project ready to attack the contractor or consultants like you'll never see them again. Whether a project lasts three months or three years, life's too short to be at odds with the other professionals on the team.

Communication

• Good: Projects thrive with clear and consistent communication plans. The delicacy and finesse of how we exchange information with the teams includes not only what to say, but how to say it, to whom to say it, and when to say it. Equally important is that we take time to stop talking and, instead, listen intently to the messages and directives coming our way. Verifying receipt and understanding in both directions is a good habit to form as it staves off misinterpretations and prevents those little, aggravating mix-ups.
• Bad: Most firms pride themselves on responsiveness to their clients. What they won't admit is that they take two weeks to answer a Request for Information (RFI), four weeks to return a submittal, and six weeks to think about a change order.

A project manager should be as prompt to the external team as he or she is to the client because these elements keep the project moving. Don't facilitate delays by stalling the flow of information. And don't balk when pressure is exerted on you by the team to keep it flowing. They are just doing their part, as well, to get the job done.

Leading by example

• Good: We know from experience that no project is without its issues, unforeseen conditions, and human errors. How we handle these situations in the context of the project goals is what counts overall.

Project leaders accept responsibility when appropriate, are supportive and responsive, and collaborate fully in achieving those project goals. Projects are fun and profitable for everyone when there is solid leadership.

• Bad: Loudly pointing out mistakes or calling attention to petty issues in a project meeting does not make you a client hero. There are few concerns that cannot be addressed away from the table and out of the spotlight.

Be assured that if you lead by example as a fault finder, you set yourself up for a dose of the same—and you're not going to like it. Even if someone else starts it, demonstrate that it won't be tolerated or reciprocated and continue to lead. Life's too short to play these types of games.

According to ZweigWhite's 2008 Training & Development Survey of Architecture, Engineering, Planning & Environmental Consulting Firms, project management coaching accounts for only 10% of a firm's overall training expenditures. In contrast, a hefty 53% of personnel development investments are devoted to the design/technical and CADD/BIM (Building Information Modeling) areas. As for average spending per employee, firms doled out approximately $600 last year, but I won't bore you with the statistics. The point is, inattention to the softer project management skills is prolific in the industry—and likely in your firm too.

I chat about project management training with architecture firms on a regular basis. While the motivating force behind the inquiry is most often the HR director, it is always upper-level management that stops the effort in its tracks.

Besides the difficulty of finding the right time to train the team, firm leaders simply won't justify the cost. Considering the rather critical role projects play in our firm, letting our project managers ''learn as they go'' is an astonishing risk firm leaders take that is not worth the gamble.

Sloppy project management skills and unprofessional demeanor can tarnish relationships and reputations that took years to cultivate. They can spell the end of future work with clients that competitors would gladly have for themselves. It can mean the difference between profitability and major loss. Bad project management in any form inflicts a cost well beyond what we can physically account for. Try crunching the numbers on this starter list (See chart above on Calculating the Cost of Bad Project Management).

The consequences of bad project management may not always be clear to us when they first occur, but it does take its toll. Whether we practice bad project management or are the recipients of it, we aren't happy; we've lost peace of mind. This phenomenon makes a simple project seem like a lifetime, it turns good people into miserable participants, and it makes us wonder what we're doing in this business.

Remember that we do projects for a living and we never do them alone. This is why leadership skills, communication, and diplomacy are so very important. We can choose to manage our projects well or manage them poorly. Each has its results and ramifications.

Ask yourself how much you value your firm, your team, clients, contacts, reputation, and personal sanity. Considering this is what we do many hours a week, we should be choosing to do it very well. As the principal I conversed with admitted, life's just too short to accept it any other way.