Project Manager Characteristics

Introduction

Business organisations should introduce and pursue new projects if they are to remain competitive in their respective sectors and satisfy the demands of key stakeholders. Such undertakings require proper models and procedures that bring together all participants, followers and leaders. If a company’s project is to succeed, there is a need for the responsible manager to possess adequate competencies and characteristics. The individual will apply each attribute during the key phases of the program, guide colleagues, make evidence-based decisions, solve emerging conflicts and deliver outlined goals promptly. The leader can collaborate with consultants to acquire evidence-based ideas for supporting the initiative and ensuring that positive results are recorded in the targeted organisation. This research paper describes different skills that an effective project manager should possess and how he or she can utilise them to deliver positive or sustainable results.

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Three Characteristics of Effective Project Managers

Projects can either be simple or complex depending on the anticipated outcomes. The person in charge of any given program occupies a unique leadership position and should apply certain strategies, procedures and action plan to streamline the entire process. The possession of certain abilities or traits is something essential and capable of maximising the performance of project managers and delivering desirable outcomes within the allocated budget and period (Gruden and Stare 2018). Although the list of the required skills is quite long, this section will only focus on these three areas: integrity, inspiring a common vision and technical expertise.

Integrity

A project manager in charge of a specific initiative or organisational change should identify the best values, practices and attributes and share them with his or her followers. The actions of such a leader will set the right mood or environment for all participants and encourage them to complete their roles effectively (Grzesik and Piwowar-Sulej, 2018). Such an individual needs to remain committed and apply ethical principles whenever guiding and engaging different followers. A competent project manager is always ready to act intelligently and address every emerging problem. These aspects revolve around the concept of integrity.

The application of this attribute during the entire project lifecycle will promote different values, including positive behaviours, consistency and honesty. The person in charge will ensure that all followers focus on the outlined outcomes, act under the formulated code of ethics, be involved in decision-making practices and take responsibility for every action (Abramo and Maltzman, 2017). A project leader who possesses this characteristic will define the right behaviours for all followers and key stakeholders (Gruden and Stare 2018). A person of integrity will avoid certain actions that might affect the success or effectiveness of the targeted project (Grzesik and Piwowar-Sulej, 2018). For example, such a manager will not pursue personal interests or gains. Instead, this leader will acquire the right resources, distribute them proportionately, solve emerging challenges and implement superior models for maximising performance (Sunindijo, 2015). The targeted followers will embrace similar abilities and remain ethical throughout the project period.

The Ability to Inspire Shared Vision

Every project has its unique vision and mission to transform the performance and effectiveness of a given company or change an existing situation. An effective project manager will capitalise on his or her competencies to support the realisation of the intended objectives (Gruden and Stare, 2018). A leader who is capable of inspiring a shared vision will be in a position to define the future of the implemented project, guide team members during each phase and uplift them. When participants share a common mission, chances are high that they will feel empowered, involved and engaged (Gruden and Stare, 2018). They will also be ready to identify emerging challenges that might disorient performance and apply evidence-based initiatives to address them (Kwofie, Ebenezer, Adinyira, and Botchway, 2015). A project manager who understands the importance of this ability will communicate the right ideas and messages to the team and implement new changes accordingly (Grzesik and Piwowar-Sulej, 2018). The individual will learn how to pursue specific aims and goals associated with the entire program.

This characteristic is essential since it guides project managers to remain visionary and encourages all followers, consultants and stakeholders to be part of the agenda. A leader who embraces this skill will guide team members to formulate personal missions that resonate with the ones of the wider project (Grzesik and Piwowar-Sulej, 2018). They will be willing to offer new opportunities, present superior concepts and address issues that might disorient performance. They will engage in conversations that revolve around the communicated project vision (Novo, Landis, and Haley, 2017). Such participants will embrace the idea of continuous learning to acquire superior models or strategies for delivering the intended objectives.

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Technical Expertise

Many projects tend to have technical aspects that require the know-how and knowledge of every stakeholder. Effective managers should, therefore, have an adequate understanding of the complexities and technological elements of the program (Gruden and Stare, 2018). Such a skill is critical since the person in control will be able to formulate positive decisions, guide his or her followers and offer necessary advice throughout the period. All managers cannot aware of the unique aspects of their respective projects (Grzesik and Piwowar-Sulej, 2018). This means that such individuals can consult numerous publications and theories to acquire adequate insights and ideas for taking their programs to the next level. They can also embrace the power of consultancy to learn more about the issues or complexities associated with the targeted project.

Many followers and team members expect their leaders to guide them whenever they encounter technical difficulties. This fact explains why a competent manager should have this kind of ability. Such a leader will consider the need to identify projects that match their competencies and training in order to overcome the gaps arising from the absence of technical knowledge (Silvius and Schipper, 2014). With this kind of competency, more managers will support their respective projects, guide their followers, solve emerging problems, communicate effectively and acquire appropriate resources depending on the anticipated outcomes (Sang et al, 2018). From the above discussion and analysis, it is evident that leaders of different programs who fail to consider or develop these three key characteristics will be unable to achieve their aims. Consequently, the targeted companies will be unable to record positive results or outcomes.

Case Study

The selected project is aimed at relocating the call centre of a major Australian insurance company to an overseas location in an attempt to reduce operating costs and improve service delivery. As the professional in charge of this initiative, I believe that the characteristics and competencies described in the previous section will make it easier for me to manage it successfully (Grzesik and Piwowar-Sulej, 2018). The key elements of the project include training all staff members recruited overseas, identifying the best location or country for setting up the centre and fulfilling all required regulations and policies and redundancies for the current employees.

The first characteristic that is applicable in this scenario is that of technical expertise. This competence will guide me to undertake numerous studies in order to identify the policies, laws and political issues associated with the global insurance industry. This knowledge will empower me to analyse the trends in the selected country and how issues of culture might hinder or promote performance. I will go further to compare the practices and norms of the citizens of the selected region with those of targeted Australian customers. This knowledge will ensure that every newly-recruited worker receives adequate instructions and training in order to handle complaints, claims and inquiries diligently (Project Management Institute, 2017). My technical expertise in international communication and insurance policy will empower me to plan, design and implement this project successfully.

I will consider the importance of integrity to present the right attitudes and behaviours to all followers. It will be appropriate to act maturely, provide adequate resources and formulate a powerful code of ethics for all team members (Project Management Institute, 2017). I will apply this attribute to monitor the needs, achievements and abilities of the current workforce. This initiative will support the retainment of individuals who have contributed to the company’s performance (Gruden and Stare, 2018). Similarly, I will guide all retrenched employees and equip them with adequate ideas for pursuing their future career goals. I will apply this characteristic throughout the project, solve emerging problems and empower all participants to deliver positive results.

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Additionally, inspiring a common vision is a strategy that will guide me during each stage. After forming the right team to support the project’s implementation process, I will ensure that every member is aware of the anticipated goals. I will provide the right tools and instruction manuals depending on the culture of a selected overseas location. Newly-recruited employees will also be involved and informed about the mission and vision statements of this project. They will also be aware of the outlined organisational aims (Project Management Institute, 2017). A new culture will emerge whereby all participants will remain committed, identify and address emerging challenges and formulate superior decisions that can deliver positive results.

With these three characteristics, chances are high that the targeted project will be implemented successfully. Such attributes will make it easier for me to communicate efficiently, solve problems and formulate a new philosophy for the entire team. I will liaise with the leaders of this insurance company throughout the project period to achieve the intended objectives (Grzesik and Piwowar-Sulej, 2018). The inputs of all participants and organisational managers will eventually ensure that this company establishes an overseas call centre successfully and achieves its potential.

Conclusion

The completed research paper has indicated that project managers should strive to develop specific characteristics or skills to deliver positive results. The leading abilities that can ensure that different programs succeed within a short period include inspiring a common vision, integrity and technical expertise. The project manager in charge of the described hypothetical case should possess the above characteristics in order to make the Australian insurance company profits.

References

  1. Abramo, Loredana, and Rich Maltzman. 2017. Bridging the PM Competency Gap: A Dynamic Approach to Improving Capability and Project Success. Tallahassee: J. Ross Publishing.
  2. Gruden, Nika, and Aljaž Stare. 2018. “The Influence of Behavioural Competencies on Project Performance.” Project Management Journal 49 (3): 98-109.
  3. Grzesik, Katarzyna, and Katarzyna Piwowar-Sulej. 2018. “Project Managers’ Competencies and Leadership Styles from the Perspective of Organisations Functioning in Poland.” Journal of Entrepreneurship, Management and Innovation 14 (3): 35-60.
  4. Kwofie, Titus Ebenezer, Emanuel Adinyira, and Edward Ayebeng Botchway. 2015. “Identification of the Critical Project Management Competencies of Architects in the Ghanaian Construction Industry.” International Journal of Construction Management 15 (4): 288-298.
  5. Novo, Bianca, Eric A. Landis, and Mary Lewis Haley. 2017. “Leadership and Its Role in the Success of Project Management.” Journal of Leadership, Accountability and Ethics 14 (1): 73-78.
  6. Project Management Institute. 2017. A Guide to the Project Management Body of Knowledge: PMBOK Guide. 6th ed. Philadelphia: Project Management Institute.
  7. Sang, Peidong, Jinjian Liu, Lin Zhang, Lingqiao Zheng, Haona Yao, and Yanjie Wang. 2018. “Effects of Project Manager Competency on Green Construction Performance: The Chinese Context.” Sustainability, 10 (1): 3406-3422.
  8. Silvius, A. J. Gilbert, and Ron P. J. Schipper. 2014. “Sustainability in Project Management Competencies: Analysing the Competence Gap of Project Managers.” Journal of Human Resource and Sustainability Studies, 2 (1): 40-58.
  9. Sunindijo, Riza Yosia. 2015. “Project Manager Skills for Improving Project Performance.” International Journal of Business Performance Management 16 (1): 67-83.
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