Anthony, you are raising a question that is really key to project success.

The two challenges you mention can be addressed by training and sensible coaching by the PM Coach. In addition to that, the project controller and the line manager responsible for business results, have to make these challenges part of their controlling and project oversight.

According to my experience, the first challenge - the extroverted PM - will be easier to handle. His preference for extended communication just has to be focused and turned into target oriented behavior, e.g. regarding the involvement of team members in project planning and reporting.

The second challenge - the introverted PM - might go hand-in-hand with character traits that have the tendency to create severe risks for the project.

A PM lacking assertiveness may not be able to convince project owners with his reporting. This may lead to unexploited opportunities and/or risks that are not managed properly.

A PM lacking authority and clout may not be able to lead the team or to manage suppliers effectively. He may be prone to manipulation in difficult situations, e.g. when the project starts to develop delays, budget overruns, etc. He may not have the clout to enforce adequate remediation measures with the team or the management, or may be coaxed into NOT reporting the critical status adequately.

So, it really is advisable to certify project managers and make sure that all relevant abilities are part of the review. An assessment center approach can be equally helpful as the application of approaches like the Myers-Briggs Type Indicator (MBTI) assessment.

There was a doctoral research by D C LeBlanc (2008) on the relationship of project success and personality of project managers. The most supported personality trait of successful project managers are: ESTJ (23.64%), ISTJ (18.8%) and ENTJ (12.73%).

In my opinion, project success depending on both the hard skills and soft skills of the project managers. One should be able to sit down to do detailed project planning and reporting; at the same time, able to commuincate well to the project owner and other key stakeholders.

Thus, we should have relevant assessments, trainings, tools and processes to help the project managers to fill their gaps. For example, a good project planning template that could help the extroverted project manager who does not have much patience. A project reporting script or template that could help the introverted project manager to communicate to stakeholders more comfortably.

Part of the contingency theory of project management success factors are studies that associate a correct management style to a project classification acording to risk types, size etc. Examples are: Toward Mission Assurance: A Framework for SystemsEngineering Management, by Brian Sauser, in: Systems Engineering, Vol. 9, No. 3, 2006, Pages 213-227. Or. Project uncertainties and management style, by Christoph H. Loch et al. INSEAD Working Paper Series, 2000. Personality of project managers is a feature which has never been covered and is also difficult to measure in any empirical study. Anyhow, studies indicate a correlation between project success and project manager (the person itself, not any psycological characteristic). So, the apointment of the "right" project manager has an influence on project success. If this is due to personality or to competence I can´t tell. It´s probably both.

I would think Project Managers' Competencies and Personalities have significant impaact to projec success. However, we cannot rule out other external factors that affect project success like management support, business case, stakeholders' influence, team members' commitement etc.

How about having a project manger who is out-going or extroverted and a deputy who is quiet or introverted (or) the reverse.

just a thought !

The answers are not so long for the above given challenges

The challenges are:

- How should out-going or extroverted project managers to have quiet time to do detailed project planning and reporting?

By scheduling the project and follow up by the management in order to achieve the detailed project planning and reporting.

- How should quiet or introverted project managers to communicate well with team members and influence key stakeholders?

By minute meeting sessions every day with the team involved in the project every morning and weekly with the influence key stakeholders.

Now a days the communication medium has been too fast. It is easy to communicate. Emails are the best for it. Also you can make a message group for mobiles too to be sent for every update to each member of the team.