Methods and Procedures Companies typically have their own set of methods and procedures for project management. These are internalized and used with discretion rather than slavishly followed. Their principal role is to provide structure and commonality of practice so that reporting can be reliably monitored. They also provide a shared language with which to talk about projects that facilitates sharing of experience and the development of new methods. Individuals' Characteristics Many of the elements of organizational project management capability we have described encourage the acquisition and development of individuals with the right skills and competencies. These include the classic competencies in planning, monitoring, controlling, forming and leading teams, communicating, managing stakeholders, negotiating problem solving, and leading. These are necessary to the effective conduct of projects. But they are not sufficient. Three personal characteristics stand out as driving personal performance--a thirst for experience, personal commitment to delivering projects, and the desire to enhance their reputations through association with a successful outcome. One project manager encapsulated the project manager mind-set: "In the construction industry, you'll find that for a lot of project managers it's a heart-and-soul type thing. It's a lifestyle. You live, sleep, and eat project. You're here six days a week. Sometimes you're working the night shift. Sometimes you're in here seven days a week. So it's a lifestyle and it's a total commitment." All three personal characteristics are powerful motivators of individual learning.