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Project Manager Competences And Selection

Competences And Selection

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Project Manager Competences And Selection

  1. 1. Project manager- competences and selection Mirjana Ćurčić
  2. 2. Project manager-competences and selection-introduction • To find good project manager is one of the most important and demanding task. It is because of complexity of this job position. • Project managers are involved in the project from when the contract document is picked up to when all works has been completed and all changes or conflict has been resolved.
  3. 3. Competences An analysis showed that three criteria are important to decision to select a project manager • Personal Competencies: analytical thinking, self- confidence, adaptability, system thinking, communication skills • Behavioral Competencies: program leadership, organizational influence, high-performing team leadership, partnering, accountability • Knowledge and Skill/Technical: project management knowledge, instrumental Skills/Tools.
  4. 4. • In the last years, projects have grown more complex and more costly. Meeting deadlines is more important than ever in a growing global market. • Thus finding the correct answer to the question “Who is going to manage the project?” is a an aspect of success and failure in business. • However, being an excellent project manager is not a matter of technical expertise but of being a good organizer and communicator. Thus, assessment of SOCIAL SKILLS should be the most important part in selection of project managers.
  5. 5. Social Dimension-Description Analytical skills • Structures clearly the discussion while being in the role of the moderator; presents and explains the topic to be discussed and worked on; focuses the discussion on the essentials of the topic to be discussed and the decision to be made; delegates the solution of minor problems to a smaller group or a member of the team Decisiveness and leadership • Is willing to make decisions; is goal oriented in discussions; organizes meetings and project reviews on time ; controls and supervises the progress of the project and the quality of the results; sets observable standards of quality; Communication skills • Chooses appropriate means of communication according to purpose: phone, face-to- face, or meeting; supports effective and efficient discussions in the team by moderating the discussion appropriately and visualizing items to be discussed, important facts and results. Is able to connect with people.
  6. 6. Conflict resolution skills • Is willing to articulate not only ideas readily agreed upon but also takes a stance for uncommon points of view; keeps conflicts of interest within the team; provides a framework for conflict resolution within the team only as long as there is a realistic chance for success.Otherwise he delegates solution of conflicts to managers at higher levels, but not without making realistic suggestions concerning possible alternatives of further action.He does not deny problems and includes all persons involved and necessary to solve the conflict. Economical resource management • Controls the budget; is sensitive to the economical aspect of decisions or additional features that the client wants to be added to the product profile already agreed upon Skilled in persuasion and motivation • Is able to create a group sense of purpose. The team members identify with the goal contract and accept the requirements. Appreciates effort and achievements. Is able to create a sense of togetherness even in the face of problems or crises.
  7. 7. Selection models&methods Since we have social skills to assess, our selection model & methods must have: • high structured design, application, and assessment procedure • they must be specifically adapted. • each test measures a range of indicators within these social factors. • must be objective as much as possible-different selectors, different situations, longer period of time than usual interview process.
  8. 8. Assessment center The term 'Assessment Center' can be defined as: ‘A method for assessing aptitude and performance; applied to a group of participants by trained assessors using various diagnostic processes in order to obtain information about applicants' abilities or development potential.’ The most common type of assessment center exercises include:
  9. 9. Group discussion exercises involve you working with other candidates as part of a team to resolve a presented issue. These exercises are designed to measure interpersonal skills such as group leadership, teamwork, negotiation, and group problem solving skills. Example: Team discussion: „deadline in danger“ Scenario: “Further unexpected problems arise. These can be partially traced to a decision made during an early phase of the project. At the time there was disagreement among the team members concerning this decision. Meeting the deadline seems almost impossible unless members of the team are willing to put a great deal of extra effort into solving the problems and postponing other obligations.”
  10. 10. Role Playing is a type of assessment center exercise where the candidate assumes the role of the incumbent of the position and must deal with another person in a job- related situation. A trained role player is used and responds quot;in characterquot; to the actions of the candidate. Performance is assessed by observing raters. Example: - Role play “meeting with a member of a team” Scenario: “the project manager is repeatedly dissatisfied with the quality of work done by one of the team members. He needs to clarify the expectations in regard to quality and meeting deadlines. He is expected to establish a commitment for the goal of the project.”
  11. 11. • Before beginning of the assessment process - Matrix of dimensions to be evaluated (rows) and assessment exercises in which they are mainly observable (columns). Indicators Check list. • At the end of this selection process, we have results for each person participated. We measured her/his social skills. • Beside the selection process, results of the assessment center can have and additional purpose: development potential of employees, what competences need to be developed among employees, important impulse leading to further organizational development…
  12. 12. • Assessment Centers may be conducted by HR personnel within the employer company or by outside consultants. • The expense of conducting an assessment center is usually somewhere between $1,000 and $5,000 per candidate (USA). • They are commonly held either on employers’ premises or in a hotel. • For management position it last usually two days