This month, I’m going to refer to my book, “A Practitioner’s Guide to Management in the Building Industry,” and discuss a common error made when selecting an individual to fill the project manager (PM) role. First and foremost, just because someone is very comfortable communicating, whether working in a consulting engineering firm, construction company, building management, or facility management, this doesn’t automatically mean an individual is capable of taking on the very important role of PM. As a rule, co-workers on a project team led by the PM will quickly form their own opinions of this person based on their own experience. They’ll be able to determine if the PM’s comments are factual or just words to keep the discussion moving forward.
A comprehensive job description is needed and mutually agreed upon between company management and the PM candidate. No one will be thoroughly proficient in all aspects of the PM role, and this is where professional goal setting will be discussed and timelines and milestones to be met will be mutually agreed upon.