I’ve been a project manager for over 25 years, which encompasses practically my entire adult life. As you’ll soon read, I made significant mistakes during the first 10 years of my career. This was a time when I worked on projects in informal teams and within non-governmental organizations. I was involved in organizing conferences, events, and training sessions, as well as participating in various promotional campaigns, such as promoting the Euro26 card in major academic cities.
In the following years, I managed projects in an international environment, once again connected to the Euro26 card and the European Parliament. For nearly 10 years, I’ve been leveraging these experiences while continuing to gain new ones as a consultant at pmexperts.
My first experiences in project management
I encountered the term “project,” understood as a structured endeavor, very early on—during my senior year of high school. It was part of a week-long training program organized by the “School for Leaders” Association. From that camp, I returned with a strong conviction about the crucial role of a “project leader” and a practical understanding of the Gantt Chart. That’s quite a lot for a 19-year-old. However, it wasn’t until years later that I realized it was far from enough to be an effective project manager.
1. Project manager working solo
The belief in the importance of appointing a “project leader” led me to adopt an approach I’ve since encountered in many organizations. It can be summed up as: “You’re the project leader, so figure it out yourself!” At first glance, this mindset might seem reasonable. The organization appoints someone responsible for the project and expects results. However, only a select few projects can be successfully delivered by a single individual, compensating for all deficiencies through sheer effort—often amounting to working long, grueling hours every day.
Naturally, I tried to work exactly this way. This led to my first mistake: taking on too many tasks by myself. Since I was expected to handle it all, I believed I needed to grit my teeth and deliver results no matter what. As you might guess, this approach didn’t always work. However, in the early years, when I managed projects primarily within non-governmental organizations, I managed to accomplish quite a lot. This apparent success reinforced a growing belief that “no one can do it as well as I can.”
2. Project manager who knows best
This belief eventually led to another mistake: thinking, “I know best.” This attitude began to surface during the planning stages of new projects. Regardless of the changing circumstances—many of which were naturally new and unfamiliar to me—I preferred to rely on my past experiences and assumptions rather than listen to others’ opinions. In extreme cases, this resulted in a complete lack of team planning. After all, if “I know best,” why waste time on seemingly unproductive meetings?
3. Project manager who doesn’t listen to the team
The next mistake was just around the corner. If my seemingly perfect plan required the work of others, I communicated tasks clearly and transparently—but without leaving any room for discussion. “This is your task,” I’d say, pleased with myself for finally delegating responsibilities instead of trying to do everything on my own. However, I failed to take the time to deeply understand the situation of the person assigned the task. Did they have the right skills? The necessary competencies? And most importantly, would they be motivated to complete the task because it aligned with their interests? I treated this aspect superficially, often finding myself back in the same situation of thinking, “No one can do it as well as I can.”
This lack of understanding of others’ actual interests was the source of another frequent mistake. I often prided myself on my ability to grasp the context and environment of a project. I could easily identify various factors—especially formal ones—that needed to be considered. Unfortunately, I repeatedly misinterpreted not only the motivations of team members but also those of other stakeholders. The question, “Why did this happen?” echoed in my mind many times when someone crucial to the project acted in a way that completely contradicted my assumptions, which were based solely on formal responsibilities and presumed involvement.
4. Project manager who undervalues the role of the Sponsor
Among project stakeholders, the Sponsor plays a pivotal role in ensuring resources for the project. I understand that now, but back then, I didn’t. In my first projects, there was no such role because we operated in a self-organizing environment. In hindsight, it could have been a perfect setting to practice Agile, if not for the mistakes I’ve already described.
In the projects I managed later, within a professional work environment, there was, of course, someone above me who made decisions—typically a supervisor. However, I viewed their role purely in terms of financial or material decisions, equating “Sponsor” with “money.” I completely overlooked the Sponsor’s role in explaining the rationale and justification for undertaking the project—an element that is crucial for effectively engaging team members.
5. Turning point – practical project management training
Truly understanding the mistakes I made didn’t happen quickly. I regret that it wasn’t until I was 29 years old that I participated in the PMP® Academy training series offered by pmexperts. This training opened my eyes to the errors stemming from my approach to project management. Attending these sessions marked the beginning of a mindset shift. They provided me with a reference point in the form of standards and recommended best practices. However, it also required deliberate retrospection, identifying areas for improvement, and taking concrete actions. While this sounds simple in theory, the process took several years, and in some areas, it’s still ongoing. Deeply ingrained habits often require continuous self-work.
What have I managed to improve?
I now know that I’m not infallible and that I can’t manage projects on my own. From the very beginning of a project, I focus on assembling a team that considers not only members’ skills and potential but also their interests. Team members are essential to me not just for task execution but, more importantly, for collaborative project planning. This planning process recurs throughout the project whenever changes need to be addressed.
Thanks to the engagement of my colleagues, the project scope is better defined, and I’ve successfully limited my working hours to a standard full-time workload. Together with the team, we analyze issues related to stakeholders, which has significantly reduced unpleasant surprises in this area.
Since team members’ engagement often depends on the Sponsor’s attitude, I now make it a priority to clearly define the individual taking on this role at the project’s inception. I ensure they understand the importance of their involvement during critical moments and establish the framework for our collaboration. This approach provides me with valuable support in engaging project stakeholders and makes it easier to gain their positive alignment.
5 Tips for aspiring project managers
The paragraphs above certainly don’t cover all the mistakes I’ve made throughout my career. To err is human, and if we want to grow, we must commit to continuous improvement. However, the attitudes and beliefs I described above stayed with me far too long, and it would have been much easier had I recognized my missteps earlier. That’s why, from the heart and based on my experience, I recommend the following to those of you just starting your journey in project management:
- Take a foundational project management course
Start off on the right foot by establishing solid principles. Even a basic training course, like Effective Project Management, can help you understand the role of a project manager and perform it more effectively. - Don’t rely solely on yourself
The sooner you involve others in your work (even if it feels challenging at first), the sooner you’ll see the benefits of their knowledge, experience, and differing perspectives. - People are an essential part of project management
Even if you could complete most of the work on your own, other individuals will still be connected to the project in some way. Understanding their relationship with the project, as well as their attitudes and motivations, is key to achieving success. - Take time to delegate tasks thoughtfully
Whether you’re delegating to peers or subordinates, factor in the time needed to select the right person and provide them with the necessary support. Proper delegation requires more than just assigning tasks—it requires guidance and encouragement. - Engage a Sponsor for the project
Unless you’re working in a truly self-organizing team, make an effort to identify and involve a Sponsor. While Sponsors may initially believe in the “You’re the project leader, so figure it out!” mentality, it’s worth working to change this perspective. Help the Sponsor understand where their involvement is critical for the project’s success and establish a productive collaboration.
The article was prepared for you by our consultant and trainer,
MACIEJ KRUPA
Project Manager, Senior Consultant – Partner
PMP®, PRINCE2®, AgilePM® Accredited Trainer