When a Senior Managing Director typically asks me how I would approach a certain project challenge as a Project Manager, I typically answer "with a mixed approach". I think they're usually asking me what PM methodology I would use, which is to say, if they didn't ask me to use a specific corporate mandated methodology.

Let me explain what I mean with a 'mixed approach'. My interpretation of PMI's PMBOK is that to them, it is the Holy Grail of Project Management. Yes, I was awarded my PMP from PMI and do use those credentials next to my name as suggested, but that does not mean that I only manage with that methodology. I was also trained in Six Sigma, Phases & Gates, and the Capability Maturity Model (CMM). Aside from those industry trademarks, I've also been a student of human nature all of my life and realize that one of the absolute key components to being a great Project Manager is having solid people skills.

A PM can hold every certification and grasp every PM technique inside and out, but if he or she is not capable of good people skills, they'll make for maybe a fair PM, but certainly not a good or great PM. The one that you want to make it happen and take responsibility behind the wheel.

In my opinion, not just being a PM, but being a great PM, is both a science and an art. Yes, you absolutely need to have a background in the fundamentals of Project Management, but it's a mixed bag. Really. I mean think about it, PM's are put on projects to drive a particular goal or goals into a reality. They have to lead and motivate people. Influence other groups inside and outside of their particular corporate environment. Not only understand, but oftentimes play some corporate politics if necessary. They need to continuously make IT happen .. whatever IT is. These all involve people skills that are typically not taught with PMI, Six Sigma, CMM, and other leading methodologies.

One of the best bosses I've had to date said to me "if you want to be one of the best Project Managers in the bunch, you've gotta be the jack of all trades". As a student of human nature and a keen observer in the corporate world, I believe that yes, to be a great PM you do have to be the jack of all trades. And I know what he meant by that was not just industry PM methodology knowledge, project planning, delegation, and facilitating. But also listening, understanding, thinking, business savvy, corporate politics, relationship building, and taking a step back to observe and assess .... Everything.