Trials and Tribulations of Management

I was recently invited to become the project manager for a new company, and its associated business plan and launch program. I was hired, because I had worked with the sponsoring company before as a consultant and they saw that I was results oriented.

It was difficult though, I was responsible for managing a team to bring a product to launch, while simultaneously being out of the inner circle of creative of the sponsoring company. Not only this, but the owner of the sponsoring company was a designer. Hence him hiring me to manage the people, time, money, and other resources to bring product to launch.

Berkin talks about making things happen, and that is exactly what I was required to do here. Nonetheless, there were some experiences that were didactic and humiliating.

An ordered list was the priority of my start of project planning with the company. Moreover, inculcating the creative views of the team was paramount to my success here, and that includes working with them on the priorities list. This is something that I did not do originally, causing unspoken animosity. The team thought that I had assumed (and egotistically) the list was without regard to their thoughts. That I was there to order them.

Recommendations in this avenue, going forward, would be to have that initial pre-meeting meeting. One where voices are heard, accepted, discussed, and established. Moreover, I find it beneficial (especially with creative, in the interest of making deadlines) to set aside a meeting time for this. A few hours, but the catch here is that this is the limitation of input. In order to move forward, we can’t sit and discuss a creative possibility over a certain limit. This limit forces constraints upon the discussion, and therefore ensures that results will be generated.

Directly following this step, is the outline of tasks, milestones, and resources projections. The important step here, is a consideration towards the systemic nature of a creative project. This systemic factor is why there is a project manager. If something were to change in the finance aspect of things, or a delivery date, then this will have a rippling effect throughout the project plan. Berkin was right when he said “make sure that they always map to each other” in reference to the deliverables, resources, and overall plan.