What kind of PM (project manager) is truly professional and good? This is a relatively tricky problem. Because PMS usually seem to organize, communicate, coordinate, schedule meetings, organize dinners, weekly project reports and other chores, but this is obviously one-sided.
How can PM, as other participants in the review, view the competence and contribution of professional PM in a more in-depth and objective way?
Project management is the norm in business organizations, and the more goal-oriented the organization is, the more it needs project managers. From the point of view of middle and senior managers, project managers can break departmental walls and quickly organize internal resources, which is the most direct way to get periodic results set by managers. Because a “project” is a temporary effort to deliver a unique product or service.
As every professional PM knows, the purpose of a project is to “finish”. Kick Off a project in order to Close the project, enter a project in order to exit the project. Therefore, a PM should begin with a deep understanding of the project’s goal and what it means to achieve it in order to “close” and “exit”. This way of thinking and doing things from beginning to end is more often used by organizations in the pursuit of phased results. On the other hand, some BU or departments did not think clearly about the appointment mechanism and exit conditions of PM at the very beginning, so that PM could not make clear what result he was responsible for when he finally reported on his duties. This is more a reflection of BU or department head’s lack of target-orientation.
Let professional people do professional things, PM plays a key role in the overall operation efficiency and results of the project. A large number of surveys and research results show that 20%-30% of the time in large and medium-sized projects is spent on various kinds of communication, and in some bureaucratized organizations, the proportion even reaches 40%. By communication, I mean planning, reviewing, discussing, reporting and summarizing. Every link of “effective organization, risk identification, conflict resolution, consensus building, and morale building” depends on the professional ability of the PM.
The personal competence of the PM is critical to the operational efficiency and final results of the project. I have seen many technical interviewers’ summary of PMS is “strong communication and coordination ability”, hoping to compare them horizontally with themselves and their surrounding technical leaders. PMS assume many responsibilities that should be undertaken by supervisors. Moreover, the PMS are led by a virtual team, which often has a variety of “bosses” of different styles, which is more difficult than the executives leading a physical team to achieve a project goal.
The professional performance of PM requires the accumulation of many special abilities. What we might see is “effective organization, risk identification, conflict resolution, consensus building, morale building”, which requires the accumulation of many specialized capabilities.
For example, “risk identification”, if it is a project risk, it needs a strong “technical and business understanding” behind it, or even the empirical judgment after immersion in a certain industry; In the case of organizational risk, it is the ability to deeply analyze “stakeholder identification and management” or “work breakdown structure”; Another example is “reach a consensus”, which is not simply to persuade everyone to take a step back: you offer 10HC, he wants to add 20HC, and finally reach a consensus at 15HC. This may seem like a “consensus”, but it may actually be a “shared defeat”. The PM needs to be good at using the “First Thinking Principe” to truly “reach a consensus”, understand the problems behind the problem, and apply strong negotiation ability to achieve “win all”. Compared with the double 11, 618 and other projects, it is more difficult to change the internal organization or controversial projects, the latter can better reflect the accumulation of special capabilities of PMS.
The PM mode also brings some operational drawbacks that need to be filled by management. For example, in some large companies, the cost awareness of large projects is relatively weak. These projects, due to the attention of the big boss, have lower requirements on the ability of the PM in terms of organizational resources. Because there is no single cost estimate for such projects, PMS invest as much resources as they can find in order to make the project “successful”.
For example, as for the operation of project process and result, a project with various posters and emails may not be a really big project or a good project. There needs to be a clear understanding and appropriate filling of positions as the management. In addition, I have to say that what PM finally does and has the ability to speak and write in many cases, as if anyone can do it. In fact, there are a lot of concrete process of glue, it is difficult to abstract to two or three thousand words to express. As a lot of people inside the company (in almost any position) joke to themselves, “Go PD, or HRG.” In fact, both PD and HRG need professional ability very much. The current confusion of post transfer is the lack of recognition and control of the professional ability of this post.
Finally, I would like to say to PMS that THEY are strong professionals and also have strong demands. Some of them are not well understood and we need to make our voices heard together. We work together.
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