The project manager

A project manager is an individual appointed by the executing organization to lead the team to achieve project objectives. Functional managers focus on the management and supervision of a specific area or business unit. The operations manager is responsible for ensuring efficient business operations.

Responsibilities within a team

The project manager is responsible for the team’s results, the project results. He needs to look at team results from a holistic perspective in order to plan, coordinate, and deliver them. First, the organization’s vision, mission and goals should be reviewed to ensure that results are aligned with them. Then explain the vision, mission, and goals associated with the achievement of the outcome. Finally, communicate my ideas to the team and motivate the team to achieve the goal.

Members and Roles

A large project may include hundreds of project members, led by a project manager, who perform a variety of roles, such as design, manufacturing, and setup management. Like the band’s main instrument group, project team members are organized into multiple business units or groups. Both players and projectors form a team led by a leader.

Knowledge and Skills

The project manager does not have to take on every role in the project, but should have project management knowledge, technical knowledge, understanding and experience. The project manager leads the project team through communication for planning and coordination. The project manager uses written communication (such as documentation plans and schedule plans), as well as real-time communication with the team through meetings and verbal and non-verbal forms.

The project manager’s sphere of influence

project

Ability to communicate

Develop sound skills through a variety of methods (verbal, written, and non-verbal)
Create, maintain and follow communication plans and schedule plans
Communicate in a predictable and consistent manner
Seek to understand the communication needs of project stakeholders (communication may be the only way for some stakeholders to obtain information before the final product or service is completed)
Communicate in a concise, clear, complete, simple, relevant and tailored manner
Contains important positive and negative news
Merge feedback channels
Interpersonal skills, the ability to reach out to a wide network of people through the influence of the project manager

organization

Project managers need to actively interact with other project managers. Other independent projects or other projects in the same project set may affect the project because:

The need for the same resources
Prioritize the allocation of funds
Acceptance or release of deliverables
Alignment of projects with organizational goals and objectives

Project managers can focus on

Improve your overall project management skills and abilities within the organization and participate in covert and antecedent knowledge transfer or integration programs.
Demonstrate project management value
Provide the organization’s acceptance of project management
Improve the efficiency of existing PMOS within the organization

industry

Stay up to date on industry trends

Product and technology development
Emerging and changing market space
Standards (e.g., project management standards, quality management standards, information security management standards)
Technical support Tools
Economic forces affecting the current project
Forces influencing the discipline of project management
Process improvement and sustainable development strategies

Professional disciplines

Knowledge transfer and integration include:

Share knowledge and expertise with other professionals at local, national and global levels (e.g., event communities, international organizations).
Participate in training, continuing education and development
- Project Management (e.g. University,PMI)
- Related majors, such as engineering systems, configuration management
- Other majors, such as information technology, aerospace

Interdisciplinary field

Professional project managers can choose to know and educate other professionals about the value of a project management approach to an organization. Project managers can also serve as informal ambassadors to inform organizations about the benefits of project management in terms of timeliness, quality, innovation, and resource management.

Competency of project manager

Talent triangle

Technical project Management

Knowledge, skills, and behaviors related to specific areas of project, project set, and portfolio management, as well as technical aspects of role travel. Technical project management skills refers to the ability to effectively use project management knowledge to achieve the desired results of a project set or project.

Focus on key technical management elements of each project under management. Simply put, it means having the right materials at your disposal
- Key factors for project success
- schedule
- Designated financial reports
- Issue log
Tailor traditional and agile tools, techniques, and methods to each project
Take the time to make a complete plan and prioritize carefully
Manage project elements, including but not limited to schedule, cost, resources, and risk

leadership

The knowledge, skills and behaviors needed to guide, motivate and lead teams can help organizations achieve business goals. Leadership skills include the ability to mentor, motivate and lead teams.

Project managers need to use leadership skills and qualities to work with all project stakeholders, including the project team, the team coach, and the project sponsor
Qualities and skills of a leader
- Having a vision (e.g. helping to describe the project’s product, purpose and objectives; Ability to build dreams and interpret visions to others)
- Positive and optimistic
- Willing to cooperate
- Manage relationships and conflicts by:
  - Build trust
  - Address concerns
  - Seek consensus
  - Balance competing and opposing goals
  - Use persuasion, negotiation, compromise and conflict resolution skills
  - Develop and nurture personal and professional networks
  - Take the long view and consider interpersonal communication as important as the project itself
  - Continue to develop and use political acumen
- Communicate in the following ways
  - Spend a lot of time communicating
  - Management expect
  - Accept feedback honestly
  - Offer constructive feedback
  - Ask and listen
- Treat others with respect (helping others to remain independent), be courteous and courteous, be friendly, be honest and trustworthy, be loyal and ethical
- Demonstrates integrity and cultural sensitivity, determination, courage and ability to solve problems
- 5. Give compliments when appropriate
- Lifelong learning is result-oriented and action-oriented
- Focus on what’s important, including:
  - Constantly reprioritise work through necessary reviews and adjustments
  - Identify and adopt a prioritization approach that is appropriate for the team and the project
  - Identify high-level strategic priorities, especially those related to key factors for project success
  - Be alert to major constraints on the project
  - Be flexible in your tactical priorities
  - Ability to sift through a lot of information to find the most important information
- Take a holistic and systematic view of the project, treating internal and external factors equally
- Ability to use critical thinking (e.g. using analytical methods to make decisions) and to see yourself as a change agent
- Ability to create high-performing teams, service oriented, show a humorous side, and share fun effectively with team members
Politics, Power and Getting Things Done The ultimate goal of leadership and management is to get things done.
- Politics is about influence, negotiation, autonomy and power
- Types of authority include but are not limited to: When it comes to authority, top project managers are proactive and purposeful. These project managers seek authority and authority within organizational policies, agreements, and procedures, rather than waiting for organizational authorization.
  - Status (sometimes referred to as official, authoritative, or legal authority, as an official position conferred by an organization or team, for example)
  - Information (e.g. control over information collection or distribution)
  - Reference (trust, for example, because of the respect or admiration of others)
  - Context (power acquired in exceptional circumstances such as an extraordinary crisis)
  - Personality or charm
  - Relationships (e.g., engaging in interpersonal interactions, connections and alliances)
  - Experts (e.g. skills and information possessed, experience, training, education, certificates)
  - reward-related
  - Punishment or compulsion
  - Pandering, eg by using flattery or other common means to win favor or cooperation
  - The pressure
  - guilt
  - persuasive
  - To withdraw (from participation, for example)
Comparison of leadership and management
- Management is closer to directing a person to take known expected actions from one position to another.
- Leadership takes others from one position to another by working with them through discussion or debate.
  - Factors of leadership style:
    - Characteristics of a leader
    - Characteristics of team members
    - Organizational characteristics
    - Environmental characteristics
  - Leadership styles include:
    - Hands-off leadership (Hands-off)
    - Transactional leadership (rewards based on goals, feedback, and achievements, with exceptions to management)
    - Servant leadership
    - Transformational leadership (empowering followers through idealization of traits and behaviors, inspirational motivation, promotion of innovation and creativity, and personal care)
    - Charismatic leader (inspiring, energetic, confident, persuasive wall)
    - Interactive leadership (combining the characteristics of transactional, transformational, charismatic leadership)
  - personality
    - sincere
    - humility
    - creativity
    - culture
    - mood
    - intelligence
    - management
    - political
    - Service oriented
    - social
    - systematic

Strategic and business management

Knowledge and expertise about industries and organizations that contribute to performance and better business results. Strategic and business management skills include the ability to take an organizational overview and effectively negotiate and implement decisions and actions that facilitate strategic adjustment and innovation. This capability may involve working knowledge of other smart departments, such as Finance, marketing, and operations. Strategic and business management skills may also include developing and applying relevant product and industry expertise. This business knowledge is also known as domain knowledge.

Master sufficient domain knowledge to:
- Explain necessary business information about the project to others
- Work with the project sponsor, team and subject matter experts to develop appropriate project delivery strategies
- Implement the strategy in a manner that maximizes the business value of the project.
The more you know about the project, the better, you should be able to tell others at least the following about the organization:
- strategic
- mission
- Objectives and objectives
- Products and Services
- Operations (e.g. location, type, technology)
- Markets and market conditions, such as customers, market conditions (growth or decline), time-to-market factors, etc
- Competition (e.g., what to compete with, with whom, market position)
To ensure consistency, the project manager shall apply the knowledge and information of the following organizations to the project:
- strategic
- mission
- Objectives and objectives
- priority
- strategy
- Products and services (e.g., deliverables)
Helps project managers determine which business factors to consider for their vision:
- Risks and problems
- Financial impact
- Cost-benefit analysis (e.g. net present value, return on investment), including various alternatives
- Commercial value
- Realization of benefit expectation and strategy
- Scope, budget, schedule and quality

Perform integration

The dual role of the project manager when performing project integration: