Questionnaires were completed by project managers during a nationwide series of project management seminars. Proj- ect managers attending these seminars came from a variety of technology-oriented organizations. Responses to the sur- vey instrument were both voluntary and confidential.

Information about the respondents and the nature of their projects was collected. The typical project manager was a

37-year-old male, had nine people reporting to him, and was responsible for a small to moderate size project within a matrix organization structure. More specifically, there were 189 men and 98 women in the sample (N 287) and their ages ranged from 22 to 60 years of age (X 37.4, S.D. 8.3). Fifty-six percent indicated that they were the for- mal manager of the project. The size of their immediate proj- ect group ranged from 2 to over 100 people (median 8.9). Fifty-nine percent reported that they worked primarily on small projects (involving few people or functions, with a short time horizon) as compared to large projects (involving many people or functions, with a long time horizon). More than 63 percent indicated they were working within a matrix organization structure. No information was collected about the specific nature (e.g., new product development, R & D, MIS) of their projects.

Two open-ended questions were asked (their order was randomized). The first asked about the skills necessary to be a successful project manager. The second question investigated the most likely problems encountered in man- aging projects. Responses to these questions were content analyzed. Content analysis is a systematic approach to data analysis, resulting in both qualitative assessments and quantitative information. Each respondent comment was first coded and then recoded several times as patterns of responses became apparent. The two questions were:

1. What factors or variables are most likely to cause you problems in managing a project?

2. What pe r sonal characteristics, traits, or skills make for “above average” project managers? What specific behav- iors, techniques, or strategies do “above average” project managers use (or use better than their peers)?

Information about the respondents and the nature of their projects was collected. The typical project manager was a

37-year-old male, had nine people reporting to him, and was responsible for a small to moderate size project within a matrix organization structure. More specifically, there were 189 men and 98 women in the sample (N 287) and their ages ranged from 22 to 60 years of age (X 37.4, S.D. 8.3). Fifty-six percent indicated that they were the for- mal manager of the project. The size of their immediate proj- ect group ranged from 2 to over 100 people (median 8.9). Fifty-nine percent reported that they worked primarily on small projects (involving few people or functions, with a short time horizon) as compared to large projects (involving many people or functions, with a long time horizon). More than 63 percent indicated they were working within a matrix organization structure. No information was collected about the specific nature (e.g., new product development, R & D, MIS) of their projects.

Two open-ended questions were asked (their order was randomized). The first asked about the skills necessary to be a successful project manager. The second question investigated the most likely problems encountered in man- aging projects. Responses to these questions were content analyzed. Content analysis is a systematic approach to data analysis, resulting in both qualitative assessments and quantitative information. Each respondent comment was first coded and then recoded several times as patterns of responses became apparent. The two questions were:

1. What factors or variables are most likely to cause you problems in managing a project?

2. What pe r sonal characteristics, traits, or skills make for “above average” project managers? What specific behav- iors, techniques, or strategies do “above average” project managers use (or use better than their peers)?