"Interpersonal skills of a Project Manager"
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When a company's recruit a project manager human resource departments often emphasize on the project managers educational background and experience as project manager. Experience as a project manager and an education that matches the projects technical aspects does not necessarily mean that the candidate is the right person. Even a track record of the completed project is not a guarantee that the project manager will not wreck the organization or be the cause of losing customers. The project manager performs through others such as stakeholders, project team, own organization therefore apart from technical and conceptual skill Project Managers must possess Interpersonal skills. When recruiting a project manager, apart from ability test, motivation, and aptitude test, the recruiter can issue a personality test emphasizing on interpersonal competencies. | When a company's recruit a project manager human resource departments often emphasize on the project managers educational background and experience as project manager. Experience as a project manager and an education that matches the projects technical aspects does not necessarily mean that the candidate is the right person. Even a track record of the completed project is not a guarantee that the project manager will not wreck the organization or be the cause of losing customers. The project manager performs through others such as stakeholders, project team, own organization therefore apart from technical and conceptual skill Project Managers must possess Interpersonal skills. When recruiting a project manager, apart from ability test, motivation, and aptitude test, the recruiter can issue a personality test emphasizing on interpersonal competencies. | ||
| − | There are many different personality tests, and to find the one that will test for the interpersonal skills required for a project manager can be difficult. Many of the tests are generic and are not be constructed with the purpose to test specifically for the sought skills. | + | There are many different personality tests, and to find the one that will test for the interpersonal skills required for a project manager can be difficult. Many of the tests are generic and are not be constructed with the purpose to test specifically for the sought skills. For instance "Gehring, D. R. (2007). Applying traits theory of leadership to project management. Project Management Journal, 38(1), 44–54". Found that six different Myers-Briggs® types supported project leadership competencies. |
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According to (PMBOK® Guide) – Fifth Edition they are: | According to (PMBOK® Guide) – Fifth Edition they are: | ||
Revision as of 13:29, 18 September 2017
When a company's recruit a project manager human resource departments often emphasize on the project managers educational background and experience as project manager. Experience as a project manager and an education that matches the projects technical aspects does not necessarily mean that the candidate is the right person. Even a track record of the completed project is not a guarantee that the project manager will not wreck the organization or be the cause of losing customers. The project manager performs through others such as stakeholders, project team, own organization therefore apart from technical and conceptual skill Project Managers must possess Interpersonal skills. When recruiting a project manager, apart from ability test, motivation, and aptitude test, the recruiter can issue a personality test emphasizing on interpersonal competencies.
There are many different personality tests, and to find the one that will test for the interpersonal skills required for a project manager can be difficult. Many of the tests are generic and are not be constructed with the purpose to test specifically for the sought skills. For instance "Gehring, D. R. (2007). Applying traits theory of leadership to project management. Project Management Journal, 38(1), 44–54". Found that six different Myers-Briggs® types supported project leadership competencies.
This article will address
According to (PMBOK® Guide) – Fifth Edition they are:
- Leadership
- Teambuilding
- Motivation
- Communication
- Influencing
- Decision-making
- Political and cultural awareness
- Negotiation
- Trust building
- Conflict management
- Coaching.
Leadership is the ability to envision a direction and lead a group of people towards a common goal and realize the result through others. The key elements of leadership are respect for others and a sincere belief that people attend their job with the purpose of doing their best every day.
Team building is creating a goal for a group of individuals and make them work together as a group to achieve the objective. In addition to creating goals, the project manager must set the scene for the group; who got the roles, what the responsibilities are, how to communicate internally and externality, how to handle problems, create an environment of trust and mutual respect. Most of all team building is about creating an identity for the team and a collective understanding of purpose.
Motivation is to give positive stimulus that aligns a person's intrinsic motivation such as desires to explore new things, to seek boundaries for one's capabilities, to obtain new knowledge. Some of the best motivators are; recognition for participation and achievement, give responsibility, the opportunity to personal growth, a possibility for advancement.
Communication with others is essential in projects. Project managers must; be able to communicate effectively at all levels from project sponsors to secretaries, communicate in a straightforward language and communicate concisely, build relationships based on trust and respect, actively listen to avoid misunderstandings and ensure a shared understanding of deliverables and common goals, promote cross-cultural understanding.
