Main tips of human factor in project management

A project manager directs individuals and priorities to achieve results, managing scope, schedule, budget, and the health of the team. This person avoids typical mistakes – prioritizing the project over people, neglecting interpersonal matters, and faking expertise – by establishing trust, seeking assistance when needed, and confronting “people problems” promptly. Motivation is provided through autonomy in work, recognition of its importance, and aligning tasks with fundamental human needs (which include certainty/uncertainty connection/growth/contribution). In summary, they clarify obstacles, eliminate hindrances, foster a positive team environment, and ensure steady, sustainable progress.

Project management transforms intended goals into achieved results by controlling scope, schedule, and cost, along with human resources. It develops confidence, identifies and settles “people issues” early enough, and does not fall into the mistake of considering deliverables more important than the people creating them. It inspires team members through independence at work, instant acknowledgment, and matching core needs such as security, diversity, relationship, development, and giving. In reality, it brings lucidity, eliminates obstacles, and ensures steady and unbroken progress.

Much of the project manager’s duty lies in navigating the human element of projects. That requires proactive management of people problems, not wishing them away and creating a sense of belonging and appreciation for team members, getting to know what motivates different individuals, offering some degree of autonomy, as well as acknowledging efforts made toward development and engagement. In the end, this is largely a job that demands trust to help facilitate collaborative work to make the project successful through its people.

A project manager is, above all, a facilitator. The facilitator of what the team needs to succeed. Of course, removing obstacles is always their responsibility too. Motivation requires understanding individual needs and the dynamics of a team – to inspire progress – to encourage contribution. Solving problems is also her duty; mostly related to people and challenges within teams. Strategically, she aligns the goals of a project with human needs and creates an environment where growth can happen by giving autonomy. Last but not least, Trust comes in creating a safe, connected place that allows collaboration to work.

The golden rule of project management is that people come before the project. This involves conversing with them, listening to their concerns, and creating an environment where they feel at home and want to stay connected. Once the basic human needs are understood – be it certainty or variety, significance or love/connection, growth or contribution – the delivery of a training package on how managers can build trust and confidence in teams will be well-received. In fact, a byproduct of delivering on this front will ensure better projects.