As the soul of the project, the project manager plays an important role and directly affects the success of the project.
In addition to having certain professional skills and management level, the most important ability of a project manager is to have 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 direct the personnel of requirements, design, development, testing, UI and copywriting 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 delay payment, how to deal with obstacles in 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 most core ability of a project manager is to have a strong heart! Well, yes, just have a strong heart! !
Having a strong heart means that no matter what difficulties and problems you encounter, you can handle them calmly and get through them easily.
Why do I personally put my heart at the core, instead of organizing communication and coordination, coming to the meeting, knowing technology, managing, and drinking these? Because it is really difficult to be a project manager, especially for civil engineering projects, you have to face difficulties from the owners and supervisors, and you have to be able to handle all kinds of subcontracting, and you have to be able to handle all kinds of government agencies and departments such as neighborhood offices and housing construction departments. After a whole day, your heart is definitely more tired than your body. Without a strong heart, I can't cope at all.
In the project, the municipal water supply pipeline of others has been cut off. In addition to rushing to repair it, the project manager has to face all kinds of yelling from the housing and construction department and the owner. All the pressure will gather in the construction unit and will eventually fall on the project manager. Just after the water pipe was settled, a worker on the construction site accidentally had an accident again, and the project manager lost money and made a gift; At the end of the year, the project payment has not been put in place, and the migrant workers' brothers have come to block the door again. The owners there keep calling and blowing, and nothing can happen at the end of the year, so we must maintain stability. At the regular meeting in the afternoon, the owner and supervisor designed a meal, and invited them to drink with a smiling face in the evening. At ten o'clock, they returned to the board room with their heads about to explode. Just lying down, my wife's phone came, and the other end of the phone sued her son for counting down the exam again, and also beat the son of Lao Wang next door. The teacher will see the parents tomorrow. . . . .
All of the above are inevitable for a project manager. Can you go on without a strong heart? Therefore, having a strong heart and sufficient pressure resistance is definitely the most 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 competence of project managers without the professional skills. I think it includes the following items: 1. Communication and coordination ability.
A good project manager must be able to calmly deal with 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 demander has a clear goal and provides good service; The partners shall draw a clear line and effectively and reasonably confirm their respective rights and obligations; The supplier clearly communicates the demand to the other party to ensure that its own requirements are met; Peer accurately conveys project objectives, division of labor, roles, etc. Leaders should report the progress in time and solve intractable diseases in the process. With a large number of participants, the project manager should develop superb 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 depend on the scientific management process.
From the beginning, it is necessary to make clear the background, purpose and available resources of the project, and then confirm the implementation plan of the project, complete the node and arrange the members.
After that, make sure that each project member is clear about his 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 that the progress is made.
Important time nodes should organize periodic reports, which can be carried out internally first and then reported to the demander. To listen to the advice of the demand side. If you deviate from the target, you can correct it in time.
3. Ability to manage by objectives
Management by objectives is not only reflected in the fact 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 during the project.
Every regular meeting and informal communication can repeat the goal, and members are also required to repeat it to ensure a consistent understanding of the goal.
4. Business negotiation ability
This is mainly reflected in external projects, and generally occurs in the bidding stage of the project, the later renewal of the contract, and the determination of the rights and obligations of both parties when there are differences in the delivery of the results.
Excellent business negotiation when quoting can win a good price for the project, and the same is true when renewing the contract.
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 the 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 ability of the project manager should be to communicate and coordinate with the outside and control all kinds of risks within the project.
There are many risks in project construction, such as time limit risk, quality risk, safety risk, cost risk and benefit risk. Quality and safety risks should be the main line in the project construction process. In addition to regular quality process training and technical skills training for employees, it is more important to always carry out 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.
Time limit for a project control goal as the main line, integrate and allocate all production factors inside and outside the enterprise, and organize and direct production step by step. Focusing on the big goal of the construction period, the project manager formulates the project schedule, quality control measures plan, safety control measures plan and cost control plan. And implement it to the person in charge of the department's team factory. The implementation process is inspected. 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 with sound and closed feedback in time. Such a whole project plan is in place, and the time limit for a project with quality and no safety accidents can be ensured.
The progress of the project is fast, the quality is up to standard, there are no major accidents in safety, and the cost is controlled 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 can reach the standard. Only by doing a project, building a monument, opening up a market, making a group of 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 in dealing with social relations, and a project manager without management skills will bring the project to the brink.
Compared with the above, the technical and business abilities of project managers are somewhat secondary. Therefore, we often see that many project managers do not know much about technology and business, but they can bring the project to life. A project manager with strong technical ability will be incompetent because of his emphasis on technology and lack of communication skills.
Of course, a project manager who also has the above four points is bound to become an excellent project manager.
Therefore, the core task of the project manager is communication and management, dealing with interpersonal relationships, so that the team can perform their duties, give full play to their talents and make the best use of them.
In addition, as a project manager, you must have a strong heart, and how to be strong needs your own experience. For example, in our engineering, we should cooperate with the owners and supervisors, and we should be able to handle all kinds of subcontracting, and we should also be able to handle all kinds of government departments such as street offices and housing construction departments. Dealing with all kinds of tests every day, everyone can make you uncomfortable. And you really have nothing to say. Architecture is no better than a factory assembly line, and change is its biggest feature. At the end of the day, the heart is definitely more tired than the body. Some people will say that migrant workers are very tired and bitter. The project manager's hardships and tiredness are also bitter. Without a strong heart, they can't cope with it at all. The project manager, without a strong heart, will work until he collapses.
I won't repeat what everyone answered.
For our project manager who works in engineering, the core ability requires 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 good, please criticize and correct me, I will do it first!" "
Liquor is a must. Hold your neck high and pour it in twos and twos.
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, and in the jargon, "fight",
One by one, at least half a cup, a dry, but also say: "lead you at will, I did it!" "
A table is normal 10- 12 people, and one can't be missed.
After the first round, stand like a pine and sit like a bell.
Don't talk nonsense, but listen quietly to the leaders' suggestions on work.
Next, the leaders will pay back 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!
Get up and stand, pour the wine, and let the leader say, "All right, all right" before you stop!
After the second round, you still have to sit still.
Next, it's time to play freely. It takes at least two rounds to respect the leadership.
One kilogram (the project manager's alcohol consumption should be measured by kilograms, not talking about two), and he should still be able to talk and laugh freely.
After a few rounds,
Never lie prone on the table, let alone disappear. This is disrespectful!
We must send the leaders to the car one by one at the end before we can leave or go to the bathroom.
There used to be follow-up activities to be arranged, but now they are basically gone.
Paper full of absurd words, a bitter tears!
You can just 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 the important management positions established by construction enterprises to establish a responsibility guarantee system with the project manager responsibility system as the core, implement quality, safety, progress and cost management of the project and comprehensively improve the project management level. In short, the project manager is not only a professional embodiment, 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. Externally, we should handle all kinds of affairs and relationships on behalf of our corporate image, and the responsibility of establishing brand flags will always be on your shoulders.
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: to people, to things and to money. If you understand these three things and get them done, you are a qualified project manager, otherwise, you need to reflect on yourself.
In short, in the project, you should manage what belongs to you, and you should manage what does not belong to you, and you should manage it well! 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 must know what others will do, and you will know what others will not.
As a practitioner in the IT industry, I take the IT industry as the starting point to talk about the core competence of the project manager.
In most cases, the project manager's main job is divided into management positions, which are responsible for the organization, coordination and cycle management of the project. At the same time, the project manager is different from ordinary management positions, 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 core competence requirements 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 of resource integration, 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 push the project forward according to the established plan and ensure the quality of project implementation. Large enterprises are usually very sensitive to the project cycle and have a development plan 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 deficiencies 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 project managers, whether they can win limited resources and make more effective and full use of these resources. For example, the core verification equipment is less, and at this time, many projects need to be verified. At this time, the organizational ability of the project manager is 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, hardware supporting resources, etc., and it is very important that the project manager can guarantee the normal development of the project if he can integrate more resources. Many small enterprises will also have the project manager as the principal responsible person.
The core competence of a project manager has something in common with the core competence of an enterprise, which refers to the ability to realize its own unique value. Core competence can make you gain competitive advantage for a long time, and it 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, technology, etc. 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 competent and efficient team, which includes management personnel, 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 and give consideration to all parties, and keep close contact with relevant departments to create conditions for the smooth implementation of the project; Can work with partners, contractors, etc., be good at adhering to principles and form 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 tax terms, complex social relations and strong political color. The complexity and uncertainty in the project implementation process and the resulting high-risk differences, so the project manager must have strong "compatibility" and "correction", and be able to independently deal with various problems and find solutions to complex problems in time.
4. Communication and coordination ability When project managers manage projects, they 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 sensitive sense of crisis and be able to respond quickly and effectively. When the crisis comes, as a project manager, he should be fearless and calmly deal with it, be good at controlling the crisis, and effectively turn the crisis into a turning point in his work. This requires the project manager to be both responsible and courageous, and to 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. The project manager should learn how to lead the foreign employees and local employees, and mobilize the enthusiasm and wisdom of everyone in the team to the maximum extent.
7. Project management ability The project manager is the soul figure in the process of project operation, the leader of the project team and the overall commander of the project. In the complicated and changeable environment, the project manager must have the ability to collect, screen and quickly process all kinds of information, understand management 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 Generally, 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 more strict self-discipline ability, through self-education, self-restraint, self-cultivation and self-supervision, to better regulate his behavior, establish a good image, and 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 6th edition to avoid losing points in the exam):
1. Technical skills and functional knowledge
-Skilled in using common software tools, such as Microsoft Project.
-Understand project management methods and frameworks, and be able to apply them throughout the project life cycle.
-Report/stakeholder management: coordinate the relationship between managers, customers and team members to manage expectations, set deliverables and goals.
-Team building/management: To build and lead teams with different skills towards a unified goal by guiding each member to complete their own unique deliverables.
-Resource planning and management: to formulate and implement information on how to efficiently 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, set 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 procurement 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 unforeseen 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. Business management ability and soft skills
-Leadership: using professional knowledge and confidence to care 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 emails, chats, reports, presentations and other forms and channels, use the correct language, intonation and skills, so as to have a correct influence on specific audiences (team members, managers, customers, suppliers, partners and other stakeholders) or receive positive responses.
-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 the ownership of the project and other responsibilities.
-Problem-solving/critical thinking: evaluate problems from different angles and work out the best solution to specific problems.
-Active Listening: Actively listen and truly understand the needs or messages conveyed by all project stakeholders.
-Negotiation: appropriate trade-offs should be used for communication and negotiation to maximize the benefits of all stakeholders.
-Research/information collection: Fill in the information gaps through active research or using external resources.
3. Personality traits
-Proactive: The project manager is responsible for the project and should actively seek ways to complete the project and make unremitting efforts for it.
-Goal orientation: The project manager should focus on the goal and the best way to achieve it.
-Self-confidence: The project manager should demonstrate his mastery of the process confidently and modestly.
Continuous learning without prejudice: 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.
-Inclusive and sociable: The workplace is becoming more and more global and diverse in gender, race, nationality and other aspects. Therefore, the project manager should accept everyone in the team and help cultivate a culture of fairness, diversity and inclusion.