You may think you're a great budget manager and people person, but the two combined can be a formidable force in project management. People want to do their job. People want to do their job WELL. This usually means that they spend more money. In these difficult economic times, more money will usually send you over budget.

The first trick is to spot when this is going on. You may think you're on the ball with your project, but a minor "yes" on your part as project manager may turn into a major no-no. Let's say you're trying to build a new office block. The chief contractor wants a blackberry, so he can answer calls and emails at home and out of hours. You say yes. The same goes for the head designer. You say yes too, thinking it's only a couple of phones. Then the bills arrive, and they go over a certain amount - say 500 pounds. Not a lot? That could be your PA's weekly wage, and will eat into your project budget. At the same time, not allowing anyone any leeway or perks will result in low morale - the trick is to give some room and space to your team, but only in a way that it won't affect the project in hand.

Peer pressure is a Project Manager's nightmare. If you've been contracted into a project and the previous project manager was more lenient with the team (it could be why they aren't there any more!), then you're going to look bad by saying "no". The key here is to actively share your budget and concerns with the team - some of them may even offer suggestions on how to save if they've been in this situation before. You will win respect by consulting with your peers, rather than commanding them this way or that.

"Buying new" is another peer pressure - usually from third party suppliers, eager to get that next contract. The norm is to buy new equipment, hire new staff. Can't existing staff be redeployed, cutting your budget (and training costs) dramatically? Can existing assets be renewed or given a new lease of life in your project? There are ways of appearing to meet budgets effectively while saving the company money, and without compromising your team. Who could argue with that?

If you realise that you've miscalculated a budget or if you've under (or over) estimated a member of staff, the temptation is to let the project keep running and only bringing an issue up as the end result is dissected and analysed for performance reviews. Remember that it's better to act halfway through a project then to conduct a post mortem at the end. Hands-on management will work if your team expect that you're on the ball, won't waste resources (including staff) and keep to budgets that they can rely on.

Time management is the final tool in any project manager's arsenal. If you are seen to waste time, it de-motivates your team and sometimes encourages them that the project deadlines aren't set in stone. Set a good example for your team - in managing your time, relating to them, and spending money - and you'll get respect (and an on time, on budget project) as a result.