Manage Projects -like a Goal Keeper

While watching my daughter’s field hockey team compete last weekend, I came to realize that a project manager might learn a lot from a goalkeeper. To be a successful goalie, you need to approach goal tending just as a project manager might manage a project – as a leader, and with a practiced process.

Let me explain.

Have Focus!

“A goalie must have what is referred to as a “strong visual attachment” on the ball, “locked on” to every movement that it makes. The goalie will keep the ball directly in line with his head and evenly between his gloves and stick”.

A project manager must do the same thing, identify the projects specific requirements “locking on” to them, and keeping each in clear focus throughout the duration of the project.

Micro Adjustments!

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“A goalie will make very calculated “micro moves” to maintain squareness to the ball, keeping it in focus and minimizing risk”.

In all projects, things will change – everything from resources to requirements – and you as the project manager will need to make those same “micro” changes or moves to accommodate your current project environment and challenges. Making “small changes” to your design, the resources or to your project plan during the course of the project are inevitable and will keep things “on track” without adding additional risk while larger changes – once the project is underway- will have a greater chance of affecting your project outcome. A good project manager will communicate well by asking for continuous feedback from his team and be able to consistently make these “micro adjustments” to address changing stakeholder needs and keep the project moving along.

On The Shot!

“On the shot, the goalie should immediately recognize the angle that the ball is traveling (otherwise known as the trajectory). This movement will enable the goaltender to react to its vertical or horizontal angles”.

As project manager, you will need to recognize the magnitude (i.e. how will this affect the work effort or timeline?) and trajectory (who or what is requesting or causing this?) of each project challenge. Based upon this, you can then react appropriately to “deflect” any possible negative impact to your project.

Point of Decision

The goaltender will use a process of repeatedly reducing the “net space required” for a save, leading to the “point of decision making” – when the goalie ultimately has to “commit”.

A project manager must do the same thing – identifying and eliminating the unknowns and communicating the information learned to key stakeholders as soon as possible and allowing the best decisions to be made at the best time.

Conclusion

Like a goalie, if these guidelines become a part of the subconscious mind of a project manager, you will see the probability that your project will be successful increase.

Go Screaming Eagles!