Friday 18 February 2022

Competence of project management

Depending on the tasks assigned, project teams work either with the manager or without a hierarchy, that is, management functions are distributed among several or all members of the group. With a large volume of project tasks, it is advisable to coordinate several project groups. 


In conditions of personal communication, it is considered normal to form project groups for no more than 6-8 people. With the use of computer networks, personal contacts turned into formal communication through the transmission of information with periodic personal meetings. 


Using the Internet allows you to organize the activities of groups even without personal contact on an international scale. Project management should take into account all the organizational capabilities of the "classical" methods of 21 coordination of project activities from personal contacts to modern "remote" methods. These advanced project management capabilities can be presented in the form of Scheme 25.

network in the company accelerates many processes regarding information and documentation. Through the use of internet capabilities, these processes can not only be accelerated, but also, regardless of the specialist's message, to activate completely new actions for the implementation of projects. 


The Internet makes it possible to create a "virtual product" before creating a material sample. We are working on a new car. Individual design groups are linked through the e-mail system. WAP (Wireless Application Protocol) technology can transmit all information over the Internet even to researchers' mobile phones. 

Design groups of individual components of the car receive only the information that they need. None of the project participants receives all available information. The Internet not only maintains a high pace of project implementation, but also protects secrets from unauthorized persons. Through internet network technology in the form of VPN (Virtuel Private Networks) you can create and build separate components of a new car in the "virtual" space.

Only when the "electronic" verification of all components meets the requirements of the project,begin the material creation of a sample of a new car.

when the "electronic" verification of all components meets the requirements of the project, begin the material creation of a sample of a new Regardless of whether the project team manages its own actions, whether the project manager manages the stages of the project - until project management have clear requirements.

The main tasks of the project manager depend on his authority, that is, whether he is the project manager who makes the decision, or only the coordinator or consultant of project actions. 


On the one hand, it can manage the project and create a hierarchical group that works autonomously in accordance with the linear type of project implementation organization. On the other hand, he coordinates individual actions of the project, using the existing personnel structures, in accordance with the matrix type of project implementation organization.

In many projects, the project manager manages everything from planning to project implementation. At the same time, depending on the specific actions, it changes the composition of the project group. Depending on the type of project organization and powers, the main tasks of the project manager include:

  • project planning (to making decisions on implementation);
  • project management;
  • participation in the implementation of the project;
  • control of the project implementation.

At the stage of project implementation, the project manager with broad powers is responsible for: - the result of the project;

  • project personnel (motivation, qualification, coordination of actions, conflict prevention);
  • terms and stages of the project;
  • material means of project work;
  • project budget (financial costs for the implementation of the project).

The manager and each member of the project team are required to be competent in many matters. The main competence of the specialist lies in his knowledge of theoretical issues and in his experience in solving practical issues regarding the subject of the project. But in addition to his professional competence in many projects, success depends on his methodical, social and personal competence as a specialist and manager. The main characteristics of different types of competence are listed.

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