A little likeability can go a long way.Studies show that people consistently and overwhelmingly prefer to work with likeable, less-skilled co-workers than with highly competent jerks.I think if employees are disliked, it's almost irrelevant whether they're good at what they do, because other workers will avoid them.

For me, the most important aspect of project management is the big picture. If project manager does not share and appriciates the same picture as the other memeber in management do, then no matter how hard he tries , the result would be worth nothing.

Once we know where is this peace is going fit in, who are going to use it and how often, understand the user and then does full scale planning, you are bound to increase the chance of project being successful  

No one feels comfortable around a prima donna. And organizations have ways of dealing with employees who subvert the team.Show you're a team player by making your subordinates look like stars and demonstrating that you've got the greater good of the organization at heart.

I feel that while all these are important,there is a huge lacunae because we have never trained people in management.

We  always  teach our kids to keep quite,to not share especially information and then  as adults expect them to be doing just that.

So my take is we have to give knowledge and train folks on people management and being assertive and in sharing and listening and critiquing rather  than  criticizing

Write in for more on how this is possible

Scope control starts on day one
Controlling the scope of your project begins before the first line of code is written. Every development effort should have a corresponding project plan or project agreement, regardless of the situation. Even if you’re just one developer trying to make the boss happy, you’ll benefit greatly from documenting your efforts before you begin them. Use the following guidelines to set yourself up to successfully control the scope of your project:

Be sure you thoroughly understand the project vision. Meet with the project drivers and deliver an overview of the project as a whole for their review and comments.

Understand your priorities and the priorities of the project drivers. Make an ordered list for your review throughout the project duration. Items should include budget, deadline, feature delivery, customer satisfaction, and employee satisfaction. You’ll use this list to justify your scheduling decisions once the project has commenced.

Define your deliverables and have them approved by the project drivers. Deliverables should be general descriptions of functionality to be completed during the project.

Break the approved deliverables into actual work requirements. The requirements should be as detailed as necessary and can be completed using a simple spreadsheet. The larger your project, the more detail you should include. If your project spans more than a month or two, don’t forget to include time for software upgrades during development and always include time for ample documentation.

Break the project down into major and minor milestones and complete a generous project schedule to be approved by the project drivers. Minor milestones should not span more than a month. Whatever your method for determining task duration, leave room for error. When working with an unknown staff, I generally schedule 140 to 160 percent of the duration as expected to be delivered. If your schedule is tight, reevaluate your deliverables. Coming in under budget and ahead of schedule leaves room for additional enhancements.

Once a schedule has been created, assign resources and determine your critical path using a PERT Chart or Work Breakdown Structure. Microsoft Project will create this for you. Your critical path will change over the course of your project, so it’s important to evaluate it before development begins. Follow this map to determine which deliverables must be completed on time. In very large projects, I try not to define my phase specifics too early, but even a general plan will give you the backbone you need for successful delivery.

Expect that there will be scope creep. Implement Change Order forms early and educate the project drivers on your processes. A Change Order form will allow you to perform a cost-benefit analysis before scheduling (yes, I said scheduling) changes requested by the project drivers.

If you can perform all of these steps immediately, great. However, even if you start with just a few, any that you’re able to implement will bring you that much closer to avoiding and controlling scope creep. That way, you are in a better position to control your project, instead of your project controlling you.

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