As the soul of the project, the project manager plays an important role and directly affects the success or failure of the project.
A project manager not only has certain professional skills and management level, but also has strong organization and coordination ability, because it runs through the whole project management process and plays an important role in every time node and work link of the project.
For example,
1. How to lead and guide the requirements, design, development, testing, UI, copywriting and other personnel in the project team.
2. How to cooperate with the business to negotiate with Party A, how to change the demand, how to change the personnel, how to exceed the cost, how to postpone the payment, how to deal with the obstacles in the acceptance and so on.
3. How to report and communicate with the company boss to solve problems, dispatch resources, coordinate with brother departments, seek assistance, and so on.
4. How to coordinate Party A, Party B, supervision and other units to promote acceptance and payment, and so on.
The core ability of a project manager is to have a strong heart! Well, yes, as long as there is a strong heart! !
Having a strong heart means that no matter what difficulties and problems you encounter, you can cope with them calmly and spend them easily.
Why do I personally put my heart at the core instead of organizing communication and coordination, coming to meetings, knowing technology, managing and drinking these? Because it is really difficult to be a project manager, especially in civil engineering, you have to face difficulties from the owners and supervisors, you have to be able to handle all kinds of subcontracting, and you have to handle various government agencies and departments such as street offices and housing construction departments. At the end of the day, your heart must be more tired than your body. I can't cope without a strong heart.
In the project, the municipal water supply pipeline of others has been cut off. In addition to rushing to repair, the project manager has to face all kinds of reprimands from the housing and construction departments and owners. All the pressure will gather in the construction unit and eventually fall on the project manager. Just after the water pipe was fixed, a worker at the construction site accidentally had an accident again, and the project manager lost money to give gifts; At the end of the year, before the project payment was in place, the migrant workers' brothers came to block the door again. The owner over there has been calling and blowing, and nothing can happen at the end of the year. We must maintain stability. At the regular meeting in the afternoon, the owner and the supervisor designed a dinner and invited them to drink with smiles in the evening. At ten o'clock, their heads were about to explode and they returned to the board house. Just lying down, my wife's phone came. On the other end of the phone, she sued her son for counting down the exam and hit the son of Lao Wang next door. The teacher will meet the parents tomorrow. . . . .
All the above are inevitable for a project manager. Can you go on without a strong heart? Therefore, having a strong heart and enough ability to resist pressure is definitely the core ability of the project manager, don't you think?
Different industries and jobs have different requirements for the professional skills of project managers, so let's talk about the core competencies of project managers who don't have professional skills, which I think include the following items: 1. Ability of communication and coordination.
A good project manager must be able to calmly handle the relationship between all parties in the project: demanders, partners, suppliers, partners, leaders and so on. This inevitably requires the project manager to weigh the interests of all parties and reach efficient communication. The demand side has clear goals and good service; Partners shall draw a clear line and effectively and reasonably confirm their respective rights and obligations; The supplier clearly communicates the requirements to the other party to ensure that their requirements are met; Equivalence accurately conveys project objectives, division of labor, roles, etc. Leaders should report the progress in time and solve the intractable diseases in the process. Due to the large number of participants, the project manager should have excellent communication and coordination skills to ensure that all parties can clearly define their rights and obligations.
2. Process management ability
The completion of project objectives must rely on scientific management process.
From the very beginning, we should make clear the background, purpose and available resources of the project, then determine the implementation plan of the project, complete the nodes and arrange the members.
After that, make sure that each project member is clear about his/her responsibilities, and confirm the important nodes of the project and follow them regularly.
After the implementation, it should be tracked regularly, generally through the internal regular meeting system. Check the progress in the regular meeting, check the problems, and propose solutions in time to ensure the progress.
Important time nodes should be reported regularly, which can be done internally first and then reported to the demander. Listen to the demand side's suggestions. If you deviate from the goal, you can correct it in time.
3. Ability to manage by objectives
Management by objectives is not only reflected in that the project manager has a clear and thorough understanding of the objectives, but also accurately conveys the understanding of the objectives to members, who can carry them out from beginning to end. Only in this way can we ensure that every component is in the right direction and every penny is spent on the cutting edge.
Every regular meeting and informal communication can repeat the goal, and members are also required to repeat it to ensure the consistent understanding of the goal.
4. Business negotiation ability
This is mainly reflected in external projects, which generally occur in the bidding stage of the project, the contract renewal in the later period, and the determination of the rights and obligations of both parties when there are differences in the delivery of results.
Excellent business negotiation at the time of quotation can win a good price for the project, as well as at the time of renewal.
However, if the two sides disagree on the determination of the results, the project manager can safeguard the rights and interests of his team or reduce losses if his business negotiation ability is outstanding enough.
In short, an excellent project manager must be an expert in coordination, target management, process management and negotiation. Did you get it?
The core competence of the project manager should be to communicate and coordinate with the outside and control various risks within the project.
There are many risks in project construction, such as duration risk, quality risk, safety risk, cost risk and benefit risk. Quality and safety risk should be the main line in the process of engineering construction. In addition to regular quality process training and technical skills training for employees, it is more important to always implement safety protection and safety operation procedures in the process of engineering construction every day, every shift and every week. Preventive measures can prevent major accidents and put an end to minor accidents.
Taking the time limit for a project as the main line, we will integrate and configure all production factors inside and outside the enterprise, and organize and direct production step by step. Around the big goal of the construction period, the project manager makes the project schedule plan, quality control measures plan, safety control measures plan and cost control plan. And implement it to the head of the department team factory. Check the implementation process. After the inspection, the responsibilities should be divided, and rewards and punishments should be given to the implementation of the responsibilities, so that each plan can be implemented in time, and there should be perfect and closed feedback. Such an overall project plan is in place, and the time limit for a project with good quality and quantity and no safety accidents can be guaranteed.
The project progress is fast, the quality is up to standard, there are no major accidents in safety, and the cost control is in place. Only when the reasonable change claim is submitted to the owner's design supervisor can it be handled in time and the final economic benefit of the project reach the standard. Only by doing a project, building a monument, opening up a market, making friends and training a group of employees can we achieve our lofty goals.
The core competence of a project manager should be communication and management, because a project manager without communication skills will be stretched to the limit when dealing with social relations, and a project manager without management skills will take the project to the brink.
Compared with the above, the technical and business ability of the project manager is somewhat secondary. So we often see many project managers who don't know much about technology and business, but they can do the project. A project manager with strong technical ability will be incompetent because he attaches importance to technology and lacks communication skills.
Of course, a project manager who has the above four points at the same time will inevitably become an excellent project manager.
Therefore, the core task of the project manager is to communicate and manage, deal with interpersonal relationships, and let the team perform their duties, give full play to their talents and make the best use of everything.
In addition, as a project manager, you must have a strong heart. How to be strong requires your own experience. For example, our project should cooperate with the owner and supervisor, and we should be able to handle all kinds of subcontracting, as well as various government departments such as street offices and housing construction departments. Dealing with all kinds of exams every day, anyone can make you uncomfortable. And you really have nothing to say. Architecture is no better than factory assembly line, and change is its biggest feature. After all, the heart is definitely more tired than the body. Some people will say that migrant workers are very tired and bitter. The hardships and tiredness of the project manager are also bitter. Without a strong heart, they can't cope at all. The project manager, without a strong heart, will work until he collapses.
I won't repeat what everyone answered.
For our project managers who do engineering, the core competence needs drinking.
Not only can you drink a lot, but you can also talk sweet words.
Get up and stand, end the cup: "leaders, the work is not done well, please criticize and correct me, I will do it first!" " "
Liquor is a must. Hold your neck up and fall in twos and threes.
Words are both modest and comfortable. The key is that leaders like this momentum, and the wine style is like style. The project must be done well!
Then go to the leader's side, which is "fighting" in jargon.
One by one, at least half a cup, a dry, but also said: "lead you at will, I did it!" " "
10- 12 A table for one person is normal, and no one can be less.
After the first round, stand like a pine and cypress, sit like a bell.
Don't talk nonsense, quietly listen to the leadership's suggestions on work.
Next, the leaders will pay back the money symbolically.
Leaders usually pour red wine, yellow wine and beer.
Basically, they will say, "* always, just a little less!" "
At this time, everyone knows that we can't be less. This is an attitude and determination!
Stand up, pour the wine, and let the leader say "all right, all right" before stopping!
After the second round, you still have to sit still.
Next, it's time to be free. It takes at least two rounds to respect leaders.
One kilogram (the project manager's alcohol consumption should be measured by kilograms, not two kilograms), and he should still be able to talk and laugh.
After a few rounds,
Never lie prone on the table, let alone disappear. This is disrespectful!
We must put the leaders in the car one by one at the end before we can leave or go to the toilet.
There used to be follow-up activities to be arranged, but now they are basically gone.
The paper is full of absurd words, a bitter tear!
You can laugh it off.
In order to find out what the core competence of a project manager is, we must first know what the definition of a project manager is and how to locate a project manager.
Project manager, from a professional point of view, refers to an important management position established by construction enterprises to establish a responsibility guarantee system with the project manager responsibility system as the core, implement the quality, safety, progress and cost management of the project, and comprehensively improve the project management level. In short, the project manager is not only the embodiment of a profession, but also a job requirement.
A real project manager should not only have excellent professional and technical level, but also have good communication and leadership skills. Internally, we should lead a good team and settle down our brothers. It is always on your shoulders to handle all kinds of affairs and relationships on behalf of the corporate image, and to set up the brand flag.
The core competence of a project manager is embodied in planning ability, budgeting ability, risk management and control ability, resource allocation ability and team management ability. To sum up the above points is six words: for people, for things, and for money. If you understand these three points and do them, you are a qualified project manager, otherwise, you need to reflect on yourself.
In short, in the project, you should take care of what belongs to you and what doesn't belong to you, and you should take care of it! This is the best embodiment of core competence.
The core competence is the core competitiveness, and the core competitiveness of the project manager is: you have to know what others will do, and you have to know what others will not do.
As an IT practitioner, I will talk about the core competence of project managers from the IT industry.
In most cases, the project manager's main job is divided into management positions, responsible for the organization, coordination and cycle management of the project. At the same time, the project manager is different from the ordinary management position, and the project manager position also has certain requirements for technical ability. In some fields, the technical ability of the project manager is still very high, so the project manager position is a typical compound talent position.
In different industries and different enterprise environments, the requirements for the core competence of project managers are different, mainly in the following aspects:
First, large enterprises pay more attention to cycle management ability. Large enterprises are characterized by their strong ability to integrate resources, including human resources and project supporting resources, so being a project manager in large enterprises pays more attention to the ability of cycle management, which can promote the development of the project according to the established plan and ensure the quality of project implementation. Large enterprises are usually very sensitive to the project cycle and have development plans with fixed time nodes, so the requirements for cycle management ability are also very high.
Second, medium-sized enterprises pay more attention to organizational ability. Compared with large enterprises, medium-sized enterprises will have some shortcomings in resource integration ability, and there may be some weak links. At this time, it is the key ability to test the organization and coordination ability of the project manager, whether he can win the limited resources and make more effective and full use of these resources. For example, there are fewer core verification equipment, and many projects need to be verified at this time. At this time, the organizational ability of the project manager will be tested.
Third, small enterprises pay more attention to the ability of resource integration. Small enterprises pay more attention to the resource integration ability of project managers. Sometimes, project managers need to rush to the front line to solve some relatively difficult problems. Small enterprises often lack human resources, customer resources, market resources and hardware supporting resources. It is very important that the project manager can ensure the normal development of the project if he can integrate more resources. Many small enterprises will also have a project manager as the main person in charge.
The core competence of the project manager has something in common with the core competence of the enterprise, which refers to the ability to realize its own unique value. Core competence can give you a long-term competitive advantage and is not easy to be imitated by others. The core competence of a project manager can also be divided into two parts: hard power and soft power. Hard power includes IQ, knowledge, experience and technology. Soft power includes personal cultivation, cultural background, philosophical thinking, overall awareness, ability to coordinate and deal with complex problems, ability to deal with crisis events, and good mentality.
1, strategic thinking ability 2, overall planning ability The project manager is the agent of the enterprise. Its work depends on a lean and efficient team, which includes managers, professional and technical personnel and operational skills. Its working objects involve related legal, financial, tax, economic and labor issues. Therefore, the project manager needs to take the overall situation into consideration, plan scientifically, coordinate development, give consideration to all parties, and keep close contact with relevant departments to create conditions for the smooth implementation of the project; Ability to cooperate with partners, contractors, etc. Be good at adhering to principles and forming a harmonious and friendly working relationship.
3. Ability to deal with complex problems Most of the projects of enterprises have the characteristics of high technical requirements, harsh fiscal and taxation terms, complex social relations and strong political color. The complexity and uncertainty in the process of project implementation and the resulting high-risk differences, so the project manager must have strong "compatibility" and "correction", be able to deal with various problems independently and find solutions to complex problems in time.
4. Communication and coordination skills When managing projects, project managers are faced with different cultural environments, values and codes of conduct, and various contradictions and conflicts brought about by cultural differences are inevitable.
Within the project team, employees from different cultural backgrounds have different languages, education levels, religious beliefs and work goals, while managers from different countries also have different management methods and experiences. Outside the project team, the project contractor should not only meet the needs of the government of the resource country, but also adapt to the customs and laws of the host country. Project managers should not only have strong social adaptability, but also have strong cross-cultural management ability, and be able to deal with various problems flexibly according to these differences.
5. Crisis management ability Today's international environment and competitive situation require project managers to have a keen sense of crisis and be able to respond quickly and effectively. When the crisis comes, as a project manager, we should be fearless, calmly respond, be good at controlling the crisis, and effectively turn the crisis into a turning point in our work. This requires the project manager to be responsible, courageous, and have the quality and ability of multi-faceted crisis decision-making.
6. Team building ability The key to the implementation of a project lies in the ability of the project manager to lead the team. Project managers should learn how to lead foreign employees and local employees to maximize the enthusiasm and wisdom of everyone in the team.
7. Project management ability The project manager is the soul of the project operation process, the leader of the project team and the chief commander of the project. In the complex and changeable environment, the project manager must have the ability to collect, screen and quickly process all kinds of information, know how to manage and be good at management, so as to make effective decisions quickly and grasp the direction and development path of the project.
8. Self-restraint ability is general, the project investment scale is large, there are many stakeholders, the financial system is not unified, and the temptation of cultural diversity is small.
Team work, lack of supervision and other factors, the project manager needs stricter self-discipline ability, through self-education, self-discipline, self-cultivation and self-supervision, to better regulate his behavior, establish a good image, consciously cultivate the virtue of politics, always think about the harm of greed and always be self-disciplined.
My summary is mainly: technical skills and functional knowledge; Business management ability, soft skills and personal characteristics are as follows (if you ask about the content of PMP exam, you can directly check the latest exam book of PMBOK Sixth Edition to avoid losing points in the exam):
1. Technical skills and functional knowledge
-Proficient in using common software tools, such as Microsoft projects.
-Understand project management methods and frameworks and be able to apply them throughout the project life cycle.
-Reporting/Stakeholder Management: Coordinate the relationship between managers, customers and team members to manage expectations and set deliverables and goals.
-Team building/management: Establish and lead teams with different skills to achieve unified goals by guiding each member to complete their own unique deliverables.
-Resource planning and management: develop and implement information on how to effectively achieve project objectives in the right order within project constraints (time, budget, quality, etc.). ).
-Time management/schedule planning: accurately plan human resources, tasks and dependencies; Estimate the time, make high-level milestone plans and specific progress plans; Ensure the progress.
-Cost evaluation/budget management: improve cost efficiency by optimizing working hours and establishing and implementing purchasing plans and other cost plans.
-Review/monitoring: Track the status of the whole project and stakeholders in the whole project life cycle, resolve conflicts and optimize benefits.
-Conflict management and resolution: solving project deviation, overlap, workflow stagnation and other problems caused by internal obstacles or unpredictable external setbacks. Help solve interpersonal conflicts among team members.
-Policy-related knowledge: fully grasp the regulatory system of the industry, including health, safety, business best practices and environment.
2. Enterprise management ability and soft skills
-Leadership: using professional knowledge and confidence to care for and help others solve problems and achieve goals, so as to promote, promote and encourage the team to achieve deliverables within the project constraints.
-When communicating, describing or explaining problems through e-mail, chat, reports, demonstrations and other forms and channels, use the correct language, intonation and skills, so as to have a correct impact on specific audiences (team members, managers, customers, suppliers, partners and other stakeholders) or get a positive response.
-Building collaboration/relationship building: A collaborative culture in which people with unique personalities and skills happily work together towards a unified goal.
-Decision-making power: making timely, wise and fact-based decisions for the benefit of the project.
-sense of responsibility: including ownership of the project and other responsibilities.
-Problem solving/critical thinking: evaluate problems from different angles and work out the best solution for specific problems.
-Active Listening: Actively listen to and truly understand the needs or information conveyed by all project stakeholders.
-Negotiation: Appropriate trade-offs should be used in communication and negotiation to maximize the interests of all stakeholders.
-Research/information collection: fill the information gap through active research or using external resources.
3. Personality characteristics
-Proactive: The project manager is responsible for the project and should actively find ways to complete the project and make unremitting efforts for it.
-Goal-oriented: The project manager should pay attention to the goal and the best way to achieve it.
-Confidence: The project manager should demonstrate his mastery of the process confidently and modestly.
Unbiased continuous learning: continuous learning and self-improvement are important parts of project management, and practitioners should be open to new technologies, methods and experiences and actively learn.
-Adaptability/initiative: Workplaces, workflow and project development practices will change rapidly over time. Therefore, the project manager should have the necessary agility, be able to adapt to different situations flexibly and make positive adjustments when necessary.
-Inclusiveness and sociality: the workplace is becoming more and more global and diverse in terms of gender, race, nationality and other aspects. Therefore, the project manager should accept everyone in the team and help cultivate a fair, diverse and inclusive culture.