The Heart of Project Management: A Human-Centered Approach

In this edition, we reflect on how focusing on people—not just processes—can drive project success. Here’s a perspective on adopting a humanistic approach to leadership in project management.

Focusing on the Bigger Picture

When actively engaged in the project lifecycle, we are accustomed to focusing on what needs to be done. This includes defining deliverables, prioritizing tasks, and tracking timelines, costs, and other associated project metrics as defined. I refer to this as the “myopic” approach to project execution. While it achieves results, it sometimes loses sight of the “bigger picture.”

Some may ask, “Why does the big picture matter? We achieved the project goals. What’s the issue?”

The issue is that, aside from meeting specific project objectives, the project itself does not progress in a vacuum. It typically involves many stakeholders with varying levels of engagement, each working on specific tasks while interfacing with others. Coordinating these activities plays a critical role in ensuring the project progresses as needed.

The Role of Relationships in Project Success

It is the relationships established during the project lifecycle that create the foundation and trust necessary to maximize the potential for project success. (Remember forming, storming, norming, and performing?)

Those in positions of authority sometimes forget that it is people, working together, who deliver on the project. They may underestimate the effect individual contributors have on its success. Delivering on a project in any role requires effective communication, trust, processes, and protocols—all implemented by “real people.”

Many of us have witnessed instances where the “one in charge” (AKA manager) issues directives from behind their desk without due consideration. The result is often the loss of skilled personnel, a vacuum of information and expertise, loss of momentum, anxiety among team members, and ultimately, a net negative effect on the project.

Leadership: Listening, Supporting, and Leading with Values

To be an effective leader means listening to one’s team members, identifying what is working and what isn’t, and supporting the team in overcoming obstacles. A manager can indeed be an effective leader. Self-reflection and supporting team members play a significant role in achieving long-term objectives.

During the PMI Leadership Institute Master Class, much focus was placed on the principles of Servant Leadership—taking a supportive and collaborative approach to team dynamics, leading from within, and demonstrating the concept of “being there” for the team through actions.

In a recent conversation with one of my previous managers, I shared that I found him to be one of those stellar performers, demonstrating a powerful combination of strategic, communication, and technical skills, driving positive change while fostering a respectful and inclusive environment for his team.

In response, he noted that he has always tried to lead with trust, integrity, and honesty, treating people as individuals. However, he also mentioned facing criticism for adopting this approach.

A Guiding Principle

We all find ourselves in high-pressure situations where decisions must be made. My guiding principle for such moments comes from a quote by Maya Angelou that has resonated with me over the years:

"I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel."

I find this to be profoundly true.

Reflecting on Your Leadership

The next time you face a high-pressure situation, as you make decisions not only for short-term outcomes but also with consideration for long-term growth and a people-centric approach, ask yourself: How will the people on your team remember how you made them feel?

Let’s Start a Conversation
How do you navigate leadership in high-pressure situations? We encourage you to open discussions with your colleagues and share your insights and experiences. Let’s learn from each other’s perspectives!

About the Author
Phil Beck, PMP, AME
Phil Beck is a project management professional with over 20 years of experience, primarily in aerospace and the Alberta energy industry. He has held various roles, including in project controls within a major multinational energy company’s PMO. Phil has been an active PMI member since 2008, serving as a board member and president of the PMI Northern Alberta Chapter, as well as the Chapter’s PMI Educational Foundation liaison. He is also a graduate of the PMI LIMC program (2015).