[1] definition of a project manager
the role of a project manager is different from that of a functional manager or an operations manager. in general, a functional manager focuses on the management oversight of a functional area or business unit. the operations manager is responsible for ensuring the efficiency of business operations. a project manager is an individual appointed by the executive organization to lead the team to achieve the project goals.
[2] the project manager's scope of influence
1. RESOURCE MANAGER, PPP MANAGER, PROJECT TEAM 2.SPONSOR, GOVERNING BODY, STEERING COMMITTEE, PMO 3.STAKEHOLDERS, SUPPLIERS, CUSTOMERS, END USERS
2.1 project
the project manager leads the project team to achieve the project objectives and the expectations of the stakeholders. project managers utilize available resources to balance competing constraints.
the project manager also acts as a communicator between the project sponsor, team members and other interested parties, including providing guidance and presenting a vision for the success of the project. project managers use soft skills, such as interpersonal skills and people management skills, to balance conflicting and competing goals among project stakeholders to reach consensus. consensus in this case means that even if it is not 100% agreeable, the parties will support the project decisions and actions.
2.2 organization
project managers need to actively interact with other project managers. other stand-alone projects or other projects of the same project set may affect the project for reasons including (but not limited to):
- a. the need for the same resources b. prioritization of the allocation of funds c. acceptance or release of deliverables; d. alignment of the project with the goals and objectives of the organization.
- in addition, project managers play a strong advocate role within the organization. during the course of a project, the project manager actively interacts with the managers in the organization. in addition, the project manager should work with the project sponsor to address internal political and strategic issues that may affect the viability or quality of the team or project.
- project managers can work to improve their overall project management competencies and skills within the organization and participate in both implicit and explicit knowledge transfer or integration programs
2.3 industries
project managers should keep abreast of the latest trends in the industry and obtain and consider whether this information will have an impact or be available for the current project. these trends include (but are not limited to):
a. product and technology development; b. new and changing market space; c. standards (e.g. project management standards, quality management standards, information security management standards) ;d. technical support tools; e. the economic forces affecting the current project; f. influencing the impact of the discipline of project management; h. process improvement and sustainable development strategies.
2.4 professional disciplines
Continuous knowledge transfer and integration is important for project managers. The project management profession and the other areas where the project manager acts as subject matter experts are constantly advancing corresponding professional developments. Knowledge transfer and integration includes (but is not limited to): a. sharing of knowledge and expertise with other professionals and participation in training; b. Continuing education and development: project management major (e.g. university, PMI); related major (e.g. systems engineering, configuration management); other majors (e.g. information technology, aerospace).
2.5 cross-cutting
professional project managers can choose to guide and educate other professionals on project management methods based on the value of the organization. project managers can also act as informal ambassadors to educate organizations about the advantages of project management in terms of timeliness, quality, innovation, and resource management.
[3] The ability of the project manager
3.1 overview
THE PMI TALENT TRIANGLE IDENTIFIES THE SKILLS THAT PROJECT MANAGERS NEED TO HAVE UNDER THE PROJECT MANAGER COMPETENCY DEVELOPMENT (PMCD) FRAMEWORK. THE TALENT TRIANGLE FOCUSES ON THREE KEY SKILL SETS:
1. technical project management. knowledge, skills and behaviors related to specific areas of project, set and portfolio management, i.e. technical aspects of role fulfillment.
2. leadership. the knowledge, skills, and behaviors needed to coach, motivate, and lead a team can help organizations achieve their business goals.
3. strategy and business management. knowledge and expertise about industries and organizations contribute to improved performance and better business outcomes.
3.2 technical project management skills
technical project management skills refer to the ability to effectively apply project management knowledge to achieve the expected results of a project set or project. to be successful, it is important that the project manager understands personal expertise and how to find people with the required expertise.
top project managers consistently demonstrate several key skills, including (but not limited to):
a.focus on key technical project management elements for each project managed. simply put, it means having the right materials ready at all times. the main ones are: key factors for the success of the project; progress; specified financial reports; problem logs.
b. tailor traditional and agile tools, techniques, and methodologies for each project.
c. take the time to develop a complete plan and carefully prioritize it.
d. manage project elements, including (but not limited to) schedules, costs, resources and risks.
3.3 strategic and business management skills
strategic and business management skills include the ability to provide an overview of the organization and effectively negotiate and execute decisions and actions that facilitate strategic alignment and innovation. this competency may involve working knowledge from other functions, such as finance, marketing and operations. strategic and business management skills may also include the development and application of relevant product and industry expertise. this kind of business knowledge is also known as domain knowledge. the project manager should have sufficient business knowledge to:
1. explain the necessary business information about the project to others;
2. work with the project sponsor, team, and subject matter expert to develop an appropriate project delivery strategy; and
3. execute the strategy in a way that maximizes the commercial value of the project.
3.4 leadership skills
leadership skills include the ability to coach, motivate, and lead teams. these skills may include basic skills such as negotiation, stress resistance, communication, problem solving, critical thinking, and interpersonal skills.
The qualities and skills of a leader
- visionary (e.g., helping to describe the products, goals, and goals of the project; being able to have dreams and interpret the vision to others);
- positive and optimistic; willing to cooperate;
- manage relationships and conflicts by building trust; addressing concerns; seeking consensus; balancing competing and opposing goals; applying skills in persuasion, consultation, compromise, and conflict resolution; developing and developing personal and professional networks; taking a long-term view of relationships as important as projects; and continuing to develop and apply political acumen.
- communicate by spending a lot of time communicating (studies show that top project managers spend about 90% of their time communicating); managing expectations; accepting feedback honestly; giving constructive feedback; asking and listening.
- respect for others (help others maintain independence), be courteous, be friendly, be honest and trustworthy, be loyal and reliable, and abide by professional ethics;
- demonstrate integrity and cultural sensitivity, decisiveness, bravery, and ability to solve problems;
- praise others when appropriate;
- lifelong learning, results- and action-oriented;
- focus on the things that matter
- look at the project from a holistic and systematic perspective, treating internal and external factors equally;
- ability to use critical thinking (e.g., analytical methods to make decisions) and see yourself as an agent of change.
- ability to create efficient, service-oriented, humorous side, and effectively share fun with team members.
3.5 leadership versus management
Management is closer to applying a set of known expected behaviors to instruct another person to move from one location to another. instead, "leadership" refers to working with others through discussion or debate, leading them from one position to another.
the approach chosen by the project manager reflects their significant differences in behavior, self-perception, and project role.
[4] Perform consolidation
when performing project integration, the project manager assumes a dual role:
1. the project manager plays an important role in working with the project sponsor to understand the strategic objectives and ensure that the project objectives and outcomes are aligned with the portfolio, project set and business areas. in this way, the project manager contributes to the integration and execution of the project.
2. at the project level, the project manager is responsible for guiding the team to focus on what really matters and working collaboratively. to do this, project managers need to integrate processes, knowledge, and people.
the integration level consists of the following three: integration at the process level; integration at the cognitive level; and integration at the background level
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