Note: The original author: Chinese mechanical and electrical business network by the users: reprint Published: 2004-11-05
Modern project managers must not only have professional technical capabilities using various management tools, but also have many other capabilities such as management, and project managers must use human factors to use technical factors to achieve their project objectives. . I. Project management's production and development project is a one-time job. It should be done with a variety of disciplines, which is specifically organized in a clear goal and the resource constraints in the specified time. . The US Project Management Instiute PMI (Project Management Instiute) is defined in the project: combining human resources and non-human resources into a short-term organization to achieve a special purpose. The concept of project management is the product of the second world war (such as the Manhattan Plan for Developing Atomic Bullets). After World War II, the US Navy creates project time management tools when studying the missile system of the North Polarians submarine - a plan review technology pert (Program Evaluation and ReviewTechnique). Later, the US Department of Defense has created a project-wide management tool-Work Break-down structures to handle complex large projects. From the 1950s to the 1980s, project management is mainly used in military and architectural fields. During this period, project management is considered to be a small range of activities dedicated to budget, planning, and achieving specific targets. The project manager is only an executive department, and his work is simply completed the established task - to perform the solution developed by other people (such as designers, engineers and architects). The main contents of project management include 4 aspects: (L) Scope Management - Depending on the purpose of the project, define the scope of work that the project must be completed and manage it, including project, project scope, and definitions. Scope confirmation, range change control. (2) Time Management - Present the definition, arrangement, and time estimate of the project activity, and develop progress plan parallel control. (3) Cost Management - Ensure the management process within the budget, including resources and cost budgets, and control. (4) Human ResourceManagement - Ensure that project team members play the best performance management process, including organizational planning, staff recruitment and project team formation. Project Management Experts the management of project management before the 1980s called traditional project management, after the 1980s, after the modern project management phase. After the 1980s, the application of project management gradually expanded to other fields, such as telecommunications industry, software development, pharmaceutical, financial industry. Some foreign companies, such as AT & T, NCR, IBM, Motorola, Morgan Stanley, have also started to invest a lot of time, funds, and training to improve project management capabilities. The development trend of economic globalization and competition is increasingly fierce, and the project is increasingly complex and the life cycle is shortened, and the pressure of operating costs is reduced, forcing the project management organization to give project managers more ligated. This brings new opportunities and challenges to the development of project management, promoting the development of modern project management. In this environment, the project manager is no longer just a task executor, and it is necessary to work more extensive work and have certain business skills. They are not only implemented, but also manage contracts, familiar with financial and work with customers.
On the basis of traditional project management, the content of modern project management has also been extended, and the following points have increased: (5) Quality Management - Make sure the project meets the quality of customers, mainly including quality plans, Quality assurance and quality control. (6) Communication Management - Make sure that the information related information can be handled in time, including the formulation of communication plans, and letters. Interest transmission, process implementation report and evaluation report. (7) Risk Management - Make sure the project can be successfully implemented, the risk of the risk is required, measure, response, and control. (8) Procure Management - Ensure that the external resources required by the project are met, including the management and end of the procurement plan, inquiry, resource selection, contract. (9) Integration Management - Ensure the coordination of the projects of the project, including the development and implementation of the project plan, and the overall change of projects. The 9 contents included in modern project management constitute the project management knowledge system PMBok (Project Management Body of Know ", which is referred to in PMI, US Project Management Association. Currently, PMBOK has been recognized by the World Project Management industry as a global standard. Second, the project manager's duties change project manager plays a very important role in project management, and he is a core and focus of projects. With the strengthening of global competition and the growth of customer development strategic cooperation, the requirements for project managers are getting higher and higher. Only those companies that pay attention to selection, and cultivate excellent project managers may be in the invincible place in competition. Traditional project managers are usually just a technical expert and task executor. Modern project managers must not only have professional technical capabilities using various management tools, but also have other multi-legged capabilities such as business management, incentives for project team members, and consistent with customers' strategies. Project managers must use human factors to use technical factors to achieve their project objectives. In other words, he must make the project team a high-efficiency group that cooperates with tacit, active and responsible and moving. III. The professional characteristics of the project manager and the responsibilities and working nature of the required skill project manager have determined that he must have certain personal qualities, good knowledge structure, rich engineering experience, coordination and organizational skills, and good judgment. Practice has proven that any capacity lack will affect the project, even leading to the failure of the project. Discussing the professional characteristics of the project manager and its skills are of great significance for selection and training excellent project managers. 1. The professional characteristic occupation of the project manager is a working activity and position of the individual's accumulation and work attitude. The profession includes 3-layer mean: over time, the direction and pathways are developed; the interaction between individuals and organizations is provided with the identity of occupation. We can make the following classifications based on different standards: conventional type and communication, line type and spiral type, long-term and short-term. The priority characteristics of the project manager will be explained by comparison with the department manager. (L) From a personality factor, departmental managers (such as financial manager, sales manager, personnel manager) belong to a regular occupation. They in a relatively stable working environment, in accordance with clear work procedures, accurately organize and evaluate a lot of information. Sector manager is usually obedient, order, pay attention to efficiency, and unbail. The project manager belongs to the communication profession. They concentrate on guiding, help and lead others to achieve project objectives, do not like very ordinary working environment. They are usually followed, friendly, wit, understanding people and help. Confidence, hard work, energetic and good communication is the quality of an excellent project manager.
(2) From the perspective of career development, the department manager belongs to the career of trunk-type development. The ideal linear profession includes a range of positional levels with increasing ligation. The department manager has a strong sense of linear career development direction. They have been incentive in various opportunities in the work, which continues to pursue greater power and work performance. The project manager belongs to the occupation of a helical development. The ideal spiral occupation refers to a professional field (such as product development) from a professional area (such as project). The new field has learned the knowledge and skills in the old field, and it will open a door to another new field. The practitioners of spiral occupations are concerned about the accumulation and improvement of expertise and skills, pursue individuals and their creativity. (3) From the persistent state of the occupation, the department manager is usually a relatively fixed long-term position. The project manager is limited by a single project cycle, which is usually a short-term position, which is also more liquid and instability. It can be seen that the project manager and departmental manager have great differences in individuality, occupational development direction and pathways. This also puts higher requirements for the quality of the project manager. 2. The ability of the project manager requires the ability of the project manager to include both "soft" - personal factors, including "hard" - management skills and technical skills. (1) Personality factors. The quality of the individuality of the project manager is usually reflected in the understanding and behavioral ways of his interaction with other people in the organization. Quality Excellent Project Manager can effectively understand the needs and motivation of other people in the project and have good communication skills. The specific content includes: calling - the ability to mobilize the ability of the subordinate work; communication skills - effectively listening, advise and understand the ability of others; strain capacity - flexible, patient and endurance; high sensitivity to policies; self-esteem; (2) Management skills. Management Skills First require the project manager to treat the project as a whole, recognize the relationship between the interconnection and restriction between the projects and the relationship between a single project and the parent organization. Only a clear understanding of the overall environment and the entire project, the project manager can develop a clear goals and reasonable programs. Specifically include: plan; organization; target positioning; for overall awareness of the project; the ability to address the relationship between projects and the outside world; with the problem-oriented awareness; authorization capabilities - enabling project team members to participate in decision-making. (3) Technical skills. Technical skills refer to understanding and can be skilled in a specific activity, in particular, including methods, processes, procedures, or technologies. Excellent project managers should have relevant technical experience or knowledge required by the project. Technical skills include specialized knowledge and analysis capabilities of management tools and techniques in specific situations. Specific knowledge includes special knowledge of project management tools and techniques; project knowledge; understanding of project methods, processes and procedures; related professional technologies; computer application capabilities. According to the questionnaire survey of 85 project managers from various fields, American scholars compared the relative importance of these three major capabilities. The survey method is: Require 85 project managers to score the three major categories of 18 skills, each score is L ~ 7 points. 7 points represent the most important skills, L is divided into the least important skills. Then, each type of score is converted to a percentage. Personality factors accounted for 39.6%, it is the most important ability of project managers; management skills are 36.9%, at a second-effective position; 23.5% of technical skills is 23.5%, is relatively least Important skills. This shows that the technical skills of the project manager emphasizes the talents, not an expert in a single subject. This technical skill is to make the project manager have the ability to understand the technical issues of major professional projects.
