In traditional views of project management, an organization is asked to fully define three or four most important constraints that they need to take into priority to ensure a successful endeavor. These are the scope, time, and cost – three key elements that serve as foundation for the quality / performance of the project. In this concept, also dubbed as the “iron triangle,” the law of physics states that the three compete with each other, as quality is sacrificed by efforts to possess all of them at the same time. Likewise, they affect one another in such a way that expanding the scope will mean also increasing the time and cost required, and vise versa.

The concept of the three pillars of management has been utilized, taught and reinforced over the years in various industries because of its simplicity matched with certain effectiveness. However, with the global professional setup and emerging technologies that make the workplace more dynamic and mobile today, new elements are added into the equation in measuring project success.

Thus, an effective project team must be able to have an open attitude towards continuous learning and improvement to be able to use trends in project management to their advantage. Through training courses, management workshops, online courses, reading materials and industry sources, a project manager and the team can acquire new tools and techniques to back up existing proficiencies. Likewise, an organization that is positive towards investing in training with reputable project management professionals is armed with new strategies and sharpen their present resources to optimize team performance.

Another skill to bank on is effective and clear communications. This refers from the soft people skills of each member of the team, to the use of appropriate technologies and devices to further encourage efficient exchange of messages and ideas between participants. Communication skills must be mastered on both verbal and written levels. Project leaders who can speak eloquently about their ideas and solutions can project their vision to the team in a more inspirational way. Likewise, a team that is able to share information and knowledge cooperatively can arrive at their goals according to and beyond expectations. Furthermore, it is acknowledged that projects that look good on paper have more chances of looking as great in actual practice, so reports, white papers, business plans, emails and other documents should deliver important points effectively.

Meanwhile, the description of managing projects as a “juggling act” cannot be more literal. To implement project agendas, project managers and their teams are expected to cope with multiple tasks and overlapping prospects. They must be analytical yet creative, structured yet agile, and tackle issues while they solve them. In approaching the project battle plan, the effective leader ought to know how to delve into details, while not missing the big picture.

Finally, successful project management requires a great team. The task of putting together the best people, managing them, and tapping their strengths individually and as a group lies on the project manager. Fostering an inspiring vision of the project will guide the team to engage in their duties, and initiate plans of action. But the main responsibility of motivating everybody entails the leader to empower, challenge and build trust within the group to work for the common goal.

In a highly competitive and dynamic global workplace, the results of even one major project can be the measure of one’s career performance and professional know-how. Good thing that there are now more avenues for strengthening project management competencies of executive committed to access contacts, tools and resources for the success of their profession and their organization.