Leading The Path to Success: The Essential Role of a Project Lead

September 23, 2023 - 10 min read

Wrike Team

In the complex world of project management, the role of a project lead is essential for guiding teams towards success. A project lead serves as the anchor, responsible for overseeing the entire project and ensuring that all aspects are executed smoothly. This article aims to explore the multifaceted role of a project lead and shed light on the skills, responsibilities, and challenges associated with this position.

Understanding the Role of a Project Lead

A project lead serves as the driving force behind the project, responsible for its overall success. They act as a liaison between the project team, stakeholders, and upper management. The project lead is not limited to a specific department but works across various teams to ensure the smooth execution of tasks.

Responsibilities

The responsibilities of a project lead are vast and encompass both technical and interpersonal skills:

Creating and managing project timelines and budgets
Assigning tasks and ensuring their completion
Coordinating and facilitating communication between team members
Monitoring project progress and identifying areas for improvement
Managing risks and implementing contingency plans
Preparing and delivering project reports to stakeholders
Conducting regular team meetings and providing project updates
Fostering a positive team culture via open communication and diversity

The Impact of Effective Project Leadership on Success

Effective project leadership plays a crucial role in determining the outcome of any project. It goes beyond managing tasks and deadlines; it encompasses the ability to motivate and inspire team members. By providing clear direction and setting achievable goals, project leads can create a positive work environment that fosters creativity and productivity.

Man thinking at his work desk — Photo by Icons8 Team on Unsplash

The Connection Between Leadership and Project Outcomes

Research has shown a direct connection between effective leadership and project outcomes. A competent project lead can significantly increase the chances of project success by providing guidance, resolving conflicts, and ensuring that team members have the resources and support they need.
A strong project lead actively seeks feedback from team members, empowering them to share ideas and take ownership of their work. This collaborative approach not only boosts team morale but also enhances the quality and innovation of project deliverables.
For example, consider a software development project where the project lead encourages regular feedback from the development team. By actively involving the team in decision-making processes and valuing their input, the project lead creates a sense of ownership and accountability among team members. This not only motivates the team to perform at their best but also fosters a culture of continuous improvement, leading to higher-quality software products.

How Project Leads Influence Team Dynamics

Project leads play a vital role in shaping team dynamics. By fostering open communication, they create an environment where team members feel comfortable sharing their thoughts and concerns. This transparency fosters trust and allows team members to work together cohesively towards a common goal.
Project leads serve as mentors and coaches, providing guidance and support to team members. They recognize each person's strengths and weaknesses, delegating tasks accordingly to optimize productivity and personal growth. When conflict arises, leads prevent them escalating by promptly and objectively addressing the matter. They may use active listening or mediation to resolve the problem.
Consider a construction project where the project lead takes the time to understand the unique skills and abilities of each team member. By assigning tasks that align with their strengths, the project lead not only ensures efficient execution but also creates a sense of fulfillment and job satisfaction among team members. This personalized approach to task delegation enhances team dynamics and promotes a collaborative work environment.

The Journey to Becoming a Project Lead

Becoming a project lead requires a combination of education, experience, and continuous learning. While specific qualifications may vary depending on the industry and organization, certain steps can help aspiring project leads pave their way to success.

Skills Required

To excel as a project lead, individuals must possess a diverse set of skills:

Strong leadership abilities combined with effective communication skills
Excellent organizational and time management skills
Ability to adapt rapidly to changing circumstances
Analytical thinking and problem-solving capabilities
Collaborative approach to foster teamwork and collaboration
Deep understanding of the industry in which they operate
Up-to-date on the latest project management methodologies and tools

Essential Training and Education

Formal education in project management is highly beneficial for aspiring project leads. Certifications such as Project Management Professional (PMP) provide a solid foundation in project management principles and best practices. These certifications validate the knowledge and skills necessary to lead projects effectively.

However, education alone is not enough. Project leads must also possess a diverse set of skills to excel in their roles. Courses in leadership, communication, and problem-solving can enhance the skill set needed for the role. These courses help project leads develop the ability to communicate effectively with stakeholders, motivate team members, and navigate challenges that arise during project execution.

It is important to note that hands-on experience and real-life project exposure are equally essential for developing the practical skills required for a project lead role. While education provides a solid foundation, it is through practical application that project leads truly hone their abilities.

Gaining Experience and Climbing the Ladder

Building a successful project management career often starts with gaining experience in project teams. By actively participating in projects, individuals can learn the intricacies of project management, understand different methodologies, and build relationships within the industry.

Aspiring project leads should seek opportunities to take on additional responsibilities and demonstrate their leadership potential. This may involve leading small-scale projects, coordinating cross-functional teams, or volunteering for leadership roles within professional organizations. These experiences not only showcase their abilities but also provide valuable learning opportunities.

What's more, networking plays a crucial role in climbing the ladder to become a project lead. Building relationships with industry professionals, attending conferences and seminars, and joining project management associations can open doors to new opportunities and help aspiring project leads stay updated with the latest trends and practices in the field. Lastly, staying updated with emerging project management methodologies, tools, and technologies ensures that project leads can adapt to changing project requirements and deliver successful outcomes.

Manager explaining work to his employees — Photo by Icons8 Team on Unsplash

Overcoming Challenges as a Project Lead

As with any role, project leads face numerous challenges throughout their careers. Disruptions, resource constraints, and conflicts are common obstacles that can impede project progress. As leaders, project leads must adapt and find solutions to overcome these challenges.

Managing scope creep: This is the tendency for project requirements to expand beyond the initially defined boundaries. To address this, set clear expectations and establish a change management process that ensures any scope changes are properly evaluated and approved.
Challenges related to resource allocation: Effectively manage limited resources and ensure that team members have the necessary tools and support to complete their tasks efficiently. This may involve negotiating with stakeholders, prioritizing workloads, or seeking alternative solutions.

Strategies for Effective Problem-Solving

Effective problem-solving is a critical skill for project leads, as they often encounter unforeseen obstacles during project execution. To effectively address these challenges, project leads should adopt a proactive approach that focuses on identifying potential risks and developing contingency plans.

Conducting thorough risk assessments at the beginning of a project helps to identify potential obstacles and develop strategies to mitigate their impact. This may call for conducting market research, consulting subject matter experts, or analyzing historical data to anticipate potential risks.
Foster a culture of open communication within their teams. By encouraging team members to voice concerns and share potential solutions, project leads can tap into the collective knowledge and expertise of their team, leading to more innovative ideas and effective problem-solving.
Regularly evaluate project progress and performance to identify any emerging challenges or areas for improvement. By conducting regular project reviews and soliciting feedback from team members and stakeholders, project leads can proactively address issues and make necessary adjustments to ensure project success.

Future Trends in Project Leadership

The field of project leadership is continuously evolving, influenced by technological advancements, changing market dynamics, and evolving project management methodologies. Project leads must stay informed about these trends and adapt their skills and strategies accordingly.

For instance, with the increasing integration of technology in project management, project leads are expected to possess a strong digital skill set. This includes proficiency in project management software, data analysis tools, and collaborative platforms. Project leads must embrace these technological advancements to streamline processes and enhance project outcomes.

Also, Agile methodologies and remote work arrangements have gained prominence in recent years, and their adoption is expected to continue. Project leads must familiarize themselves with these methodologies and adapt their leadership style to accommodate diverse project teams and work environments.

Lastly, project leads must also consider the impact of sustainability practices on project management. Stakeholders and clients increasingly value projects that prioritize environmental consciousness and social responsibility. Project leads need to incorporate sustainable practices into project planning and execution to meet these evolving expectations.

Lead Your Path to Success with Wrike

The role of a project lead in guiding the path to success is like a captain steering a ship. It requires leadership, strategic thinking, and effective management of resources. However, leading multiple projects towards success can be complex.

This is where Wrike comes in. Within Wrike, you can easily create folders for each project or resource. These folders can serve as a place where you can store project plans, team assignments, and even your leadership strategies. This structured approach brings direction and success to your projects, much like a well-steered ship.

And when it comes to the other documents and workflows your business needs — whether it's task management or stakeholder communication — Wrike has you covered with robust project management features and ready-to-use templates. Ready to lead your path to success? Start your free trial of Wrike today.

Note: This article was created with the assistance of an AI engine. It has been reviewed and revised by our team of experts to ensure accuracy and quality.

Wrike Team

Occasionally we write blog posts where multiple people contribute. Since our idea of having a gladiator arena where contributors would fight to the death to win total authorship wasn’t approved by HR, this was the compromise.

#Project Managers #Employee Productivity

Project Management 10 min read

Interview with Lazy Project Manager

Working on this collaborative project was a very valuable experience for me, as I met lots of interesting people, who have profound expertise in project management. Today I want to introduce you to one of them, Peter Taylor, also known as "the Lazy Project Manager". Peter is a dynamic and commercially astute professional who has achieved notable success in Project Management; currently as head of a PMO at Siemens Industry Software Limited, a supplier of global product lifecycle management solutions. He is also very interested in maintaining a good work/life balance. Peter has very impressive project management background, which also allowed him to come up with his own methodology that helps project managers become more productive. Read our conversation below and find out how lazy project managers can be efficient.Peter, could you please tell us a few words about your pm experience and background? My background is in project management across three major business areas over the last 25 years; MRP/ERP systems with various software houses and culminating in a role with KPMG, and then Business Intelligence with Cognos, and now as Head of a PMO within product lifecycle management (PLM) with Siemens Industry Software. I have spent the last 7 years leading PMOs and developing project managers. Why do you call yourself a lazy project manager? It all began with an insult from my manager. At the time I had been working on a training program for our project managers and one of the common questions people asked me was ‘how do you manage to seem so relaxed and yet run a large business operation with hundreds of projects? I was on my way back from Milan, Italy, and travelled with my manager. Now we have worked together for the last 15 years across three companies and he does know me very well. As we chatted about what would we like to do in life I mentioned that I enjoyed writing and speaking/presentations and that sort of thing could be fun to do. He agreed saying that I would probably be very good at this but that I was too ‘lazy’. And there you have it – an insult? Perhaps but more an insight really, he had identified the key to describing my approach to work and life. From this came ‘The Lazy Project Manager’ and the world of productive laziness. Now have I always been ‘lazy’ – no I don’t believe so. Certainly in my early days of project management I worked long and hard and definitely was a ‘busy, busy bee’ but after completing a major three year project I looked back and reflected on the effort I had put in to make the project successful. I realised that that much of what I had done was unnecessary and that I often created work for myself that was either not really essential or that others could have done (probably better that my efforts if truth be told). The Lazy Project Manager was first a website in November 2008 and then a book in September 2009. Now I would love to share the world of productive laziness with the world through speaking engagements. What is Productive Laziness? 'Progress isn't made by early risers. It's made by lazy men trying to find easier ways to do something.' Robert Heinlein (1907 - 1988) By advocating being a 'lazy' project manager I do not intend that we should all do absolutely nothing. I am not saying we should all sit around drinking coffee, reading a good book and engaging in idle gossip whilst watching the project hours go by and the non-delivered project milestones disappear over the horizon. That would obviously be plain stupid and would result in an extremely short career in project management, in fact probably a very short career full stop! Lazy does not mean Stupid. No I really mean that we should all adopt a more focused approach to project management and to exercise our efforts where it really matters, rather than rushing around like busy, busy bees involving ourselves in unimportant, non-critical activities that others can better address, or indeed that do not need addressing at all in some cases. The Lazy Project Manager explores the science behind ‘productive laziness’ (yes there is some) and the intelligence behind ‘productive laziness’ (and yes there is some of that as well). It attempts to share with the reader some of my own experiences that have led to my style of project management where, it is often observed, that I appear to be less stressed, less busy and yet more productive. ‘Productive Laziness’ is the term that I use to express this approach and it is a style of working that is beneficial to an individual, through a better work/life balance, and to the project(s) that they are leading. How did you arrive at these ideas and came up with a whole methodology? As I explained the origins of the term were as a result of an insult but having created the Lazy Project Manager title I just worked through the typical lifecycle of the project and considered Productive Laziness at each step. I am not sure that I would describe it as a methodology but more of a way for project managers to better manage themselves when they are managing projects. The book does describe The Lazy Project Manager's Theory of Projects, from a Productive Laziness aspect: 'All projects are thick at one end, much, much thinner in the middle and then thick again at the far end. ' The point here is that, working with the productive lazy rule, a smart project manager should apply time and effort at the critical stages of a project, i.e. the start and the finish, and less time in the middle or the less critical stage. At this point it should be the project team that are productive and mostly self-sufficient. Does a project manager’s productivity depend on a project size? The size of his team? On the fact that the team is distributed across several locations? I don’t believe that it does. All of these factors complicate the process of project delivery but the principals of Productive Laziness remain the same. One of the biggest challenges to projects these days is the virtual project team. We all know about the Tuckman defined team phases, ‘forming - storming - norming - performing – (and these days mourning; the experience of leaving a good team at the close)’ – if you don’t there is plenty of information on the topic out there in ‘Google-land’. For virtual teams the forming part works pretty much as any team. Resources are identified and there you have a team. Some members will be happy and others less so. It starts getting tricky just after that. The ‘storming’ phase is important in preparing the team for working together, resolving character imbalances, sorting out territorial issues and generally getting everyone to know everyone else. Now without a face to face session (or two... or three) this will be very challenging and so you have to compensate somehow. At this time decisions don't come easily within the group and team members will no doubt vie for position as they attempt to establish themselves in relation to other team members. Clarity of purpose increases but plenty of uncertainties will persist. Typically cliques and factions form and there may be power struggles. The team needs to be focused on its goals to avoid becoming distracted by relationships and emotional issues. Compromises may well be required to enable real progress. Now in a virtual situation a lot of these issues can be hidden so, as the leader, you almost have to force the matter. It is also very easy to jump to a wrong conclusion about a fellow team member, apply stereotypical attributes and miss tensions hidden by a reduced communication process and lack of physical visibility at how people are behaving. If at all possible make the investment in a ‘hothouse’ face to face. By this I mean an intensive, almost 24/7 5 day team experience. Use an external facilitator to drive the storming process harder and faster to a conclusion. Make the business case that this is an investment, no matter how significant, that will pay off. If this is financially impossible then you may just have to accept that the ‘storming’ phase will be longer than usual. Can a team (not only the project manager) also be made more productive in a lazy way? Absolutely! In fact being a lazy project manager demands that you share the knowledge with your project team and teach them how to work in this way. For example in communications I talk about the importance of allowing yourself time to focus and concentrate at times. That the ‘open door’ policy is good but that there are times you, as the project manager, and your team should feel it acceptable to take time out and not get distracted by other matters. What would be the first 3 steps to becoming more productive, according to your methodology? Well where better to start than to focus the art of ‘productive laziness’ in the area of communication within the project. The would be ‘lazy’ project manager will think very, very carefully about what they need to communicate and how they need to communicate it and why they are communicating what they are communicating. The general guidance is that some 70-80% of a project manager’s time will be spent in communicating. That is 70-80% of your time! So, if you play the productive lazy game at all, and you only apply it in one area of project management it makes blinding sense to do it here, in communication. This is by far the biggest activity and offers the greatest opportunity of time in the comfy chair. Imagine if you would able to save some of that 70-80% of your time, how much more relaxed would you be? Beyond this then consider how you are using your project team. Are they being truly utilised in the sense of applying their combined knowledge and skills? Could you use them more, delegate more, trust them more, and benefit from their experience more? I bet you could. Try it. Finally, something I have always advocated if having fun. Whilst this does not necessarily allow you to be more ’productively lazy’ it does bring a very positive feeling to any project and thus should encourage the wider team to more ‘lazy’ (in a good way of course). ‘I love deadlines. I love the whooshing noise they make as they go by’ Douglas Adams (Author of ‘The Hitchhikers Guide to the Galaxy’) You have to laugh; well I think you have to laugh. Without a little bit of fun in every project then the project world can be a dark and depressing place. Setting a professional but fun structure for your project can really be beneficial for when the problems start to rise up to challenge your plan of perfectness. And problems will inevitably arise. I'd love to finish my statement with a funny story: A man in a hot air balloon was lost. He reduced altitude and spotted a woman below. He descended a little bit more and shouted: 'Excuse me madam, can you help? I promised a friend I would meet him an hour ago, but I don't know where I am.' The woman replied: ‘You are in a hot air balloon hovering approximately 30 feet above alkali desert scrub habitat, 2.7 miles west of the Colorado River near one of the remnant populations and spawning grounds of the razorback sucker’. ‘You must be a biologist’ said the balloonist. ‘I am’ replied the woman. ‘How did you know?’ ‘Well’ answered the balloonist ‘everything you told me is technically correct, but I have no idea what to make of your information, and the fact is I am still lost. Frankly, you've not been much help so far’. The woman below responded ‘You must be a project manager’. ‘I am’ replied the balloonist ‘but how did you know?’ ‘Well, said the woman ‘you don't know where you are or where you're going. You have risen to where you are due to a large quantity of hot air. You made a promise to someone that you have no idea how to keep, and you expect me to solve your problem. The fact is, you are in exactly the same position you were in before we met, but somehow it's now my fault!’ Thank you, Peter! It was a pleasure. For our readers I’d like to note that, if you liked Peter’s ideas and want to find out more, you are welcome to visit his site at www.thelazyprojectmanager.net and hear his free podcasts on iTunes. Also make sure to check out his book: "The Lazy Project Manager: How to be twice as productive and still leave the office early".

Project Management 3 min read

Do Agile Project Managers Need to Be Certified?

Agile Project Management Certification Other organizations, like the Agile Alliance, have offered their own Agile certifications before. But the Project Management Institute, with more than half a million members and credential holders in 185 countries, is definitely the most influential organization in the project management space, so it’s pleasing to see PMI now officially recognizing the Agile mindset as a significant and undeniable trend in project management. Indeed, Agile project procurement management has come a long way from a novel approach to a mainstream project management methodology. It went beyond its mother field, software development, and is used in an increasingly broader set of industries nowadays. This certainly increases the demand for Agile professionals, and employers want to make sure that they are hiring the right person for the job. This is where certifications prove useful, and for those wondering how to become a certified project manager, they should consider becoming certified in Agile for future job prospects. That said, there are still lots of opponents to the whole idea of Agile certification. For example, one of the main arguments for Michael Dubakov, an author at the Edge of Chaos blog, is that there are so many factors influencing the management process that they make any certification impossible. “Your company is special. You have special people on the development team. You have special conditions, rules, and other external factors,” writes Michael. What do you think of PMI's Agile Project Management Certification? What do you think of the new PMI certification? Will you consider it for yourself or your employees? Please post your thoughts in the comments below.

Project Management 5 min read

7 Things a CEO Can Learn from a Project Manager (Part 1)

and important problems your team is facing. Of course, no CEO can possibly be aware of all the operational details at the same level as her employees. Nevertheless, it is important to stay connected with the workers and to stay up-to-date on the real state of things. I’d take a liberty and outline that here a CEO may turn to the experience of a project manager who is always right in the middle of the project whirl. If you are one of those successful CEOs for whom it’s 101, I honestly applaud you and hope you don’t mind if I share this advice with the rest. Hopefully, it will make some companies become more efficient for the greater good of CEO, employees, customers and shareholders. In my opinion, seven key things that CEOs can learn from project managers - in no particular order - are: #1 – Strong Customer focus CEOs’ schedule is normally overfilled with meetings. But most likely, you aren’t usually in a position to deal with the day-to-day customer – the end user in the trenches. You may think that’s the project manager’s role, but that’s also where the real customer satisfaction is developed. If you were able to take the time and interact with your daily customers, you would be surprised at the number of useful insights they can provide you about your service (especially if they are angry or upset with it!). The practice of CEO regularly talking to customers provides you with versatile and objective picture of their needs and also helps establish a very positive image of the company. The customers’ confidence and satisfaction won’t take long to appear. #2 – Delegate to survive Generally, CEO is responsible for everything. In other words, for company’s success or failure. No wonder that it is vital to pick up the high-priority goals and handle them by yourself. However, learn to delegate the rest to other chief officers (be it CIOs, CTOs, CMOs or COOs) and your administrative assistants. That’s exactly the killer skill of any project manager who delegates to survive. She must know the skills of their project staff (which differs from project to project) and must know what to pass of to whom and when to do it. So does an efficient CEO at the senior team members’ level. #3 2-way Communication as a tool The ability to communicate your vision to the employees in a clear and persuasive way is critical for any CEO. At the same time listening to your team’s feedback is no less important, as it can be a source of useful insights based on their day-to-day problems that you are not always aware of. Here, once again, you may take a look at project managers who find themselves between their team and the top management and develop both skills perfectly. They ceaselessly communicate important management’s decision to the team and at the same time pay great attention to team’s feedback to change their roadmap accordingly. Adopting the same efficient two-way communication, you will be impressed to see how eager your team members are to make your vision come true. #4 - Digging to understanding the real need As a CEO, you are guided by the vision that makes the product unique. But probably you’ll agree that amending this vision according to customers’ needs, will bring the success much closer. What is more, this should be real customers’ needs. The good project manager knows best that it’s highly likely that what customer considers being his own need is only a symptom of it. CEOs can learn lessons here from project managers to ask questions and dig deeper into the real needs of their own organization rather than take information at face value. This will help avoid piles of corporate money spent on the wrong projects and processes due to lack of detailed evaluation of the real issues. Don’t miss three more must-have skills for CEOs in our next post! Brad Egeland has 25 years of high-level, professional IT and Business Management experience, including 19+ years of enterprise Project Management experience. He has developed and implemented systems for start-ups and their customers as well as $100 million long-term contracts. His experience is in the industries of Manufacturing, Aviation/Airlines, Gaming, Government Contracting, Retail Operations, Pharmaceutical, Start-ups, Healthcare, Higher Education, Non-profit, High-Tech, Engineering and general IT. Brad is a father of nine and lives in Las Vegas, Nevada. You can visit Brad's professional website at www.bradegeland.com.

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Leading The Path to Success: The Essential Role of a Project Lead