P R OJ E C T M A N A G E R

COMPETENCIES
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ROLE OF THE PROJECT MANAGER

• THE project manager is the person assigned by the performing organization to lead the team
that is responsible for achieving the project objectives.

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RESPONSIBILITIES AND COMPETENCIES OF THE
PROJECT MANAGER

• IN general, project managers have the responsibility to satisfy the needs: task needs, team
needs, and individual needs.

• AS project management is a critical strategic discipline, the project manager becomes the link
between the strategy and the team.

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• KNOWLEDGE—refers to what the project manager knows about project management.
• PERFORMANCE—refers to what the project manager is able to do or accomplish while applying
his or her project management knowledge.

• PERSONAL—refers to how the project manager behaves when performing the project or related
activity. Personal effectiveness encompasses attitudes, core personality characteristics, and
leadership, which provides the ability to guide the project team while achieving project
objectives and balancing the project constraint

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INTERPERSONAL SKILLS OF A PROJECT MANAGER

• Project managers accomplish work through the project team and other stakeholders.
• Effective project managers require a balance of ethical, interpersonal, and conceptual skills
that help them analyze situations and interact appropriately.

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KEY COMPETENCIES
• MANAGERIAL SKILLS • MOTIVATION,
• PERSONALITY AND PSYCHOLOGICAL FACTORS • COMMUNICATION,
• DELEGATION • INFLUENCING,
• NEGOTIATION & CONFLICT MANAGEMENT • POLITICAL AND CULTURAL AWARENESS,
• DECISION MAKING AND CLARITY OF THINKING • TRUST BUILDING,
• LEADERSHIP,
• TEAM BUILDING,
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MANAGERIAL SKILLS
PROJECT MANAGER MUST BE SKILLED AT MANAGING

• TIME
• COST
• RESOURCES
• COMMUNICATIONS
• CONTRACTS

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PERSONALITY AND PSYCHOLOGICAL FACTORS

• EXTRAVERESION : This dimension capture one’s comfort level with relationships. extraverts tend
to be gregarious, assertive and sociable. introverts tend to be reserved, timid and quite.

• AGREEABLENESS : This dimension refers to an individual’s tendency to defer to others. highly

agreeable people are cooperative, affectionate, and trusting. people who score low on
agreeableness are cold., disagreeable and antagonistic.

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• CONSCIENTIOUSNESS : This dimension is a measure of reliability. a highly conscientious person is
responsible, organized, dependable and persistent. those who score low in this dimension are
easily distracted, disorganized and unreliable.

• EMOTIONAL STABILITY: This dimension taps a person’s ability to bear up stress. people with positive
emotional stability tend to be clam, self-confident, and secure. those with highly negative scores
tend to be nervous, anxious, depressed and insecure.

• OPENNESS TO EXPERIENCE: The final dimension addresses an individual’s range of interests and
fascination with novelty. extremely open people are creative, curious and artistically sensitive.
those at the other end of the openness category are conventional and find comfort in the familiar.

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DELEGATION
• PROCESS DELEGATIONS: Many people forget that assigning work to a person through any of the
project management processes is in effect delegation. project manager need to assign the
appropriate level of authority and responsibility to an individual who accepts the responsibility
to an individual who accepts the responsibility for accomplishing the task.

• PERSONAL DELEGATION: Based on the available skills in the people pm can delegate to all of the
tasks in to-do list that have low level of importance should be delegated and potentially some of
the important ones as well.

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DELEGATION CHECK LIST
• ACTIVITY NAME
• AN EXPLANATION
• THE DELIVERABLE
• START-DATE AND END-DATE
• ESTIMATED EFFECT HOURS(OPTIONAL)
• ESTIMATED COST(OPTIONAL)
• DEPENDENCIES
• OTHER RESOURCES

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NEGOTIATION
• NEGOTIATION is an invaluable skill for any manager. not only negotiate with stakeholders,
customers and team members throughout the life of a project.

• NEGOTIATION is a strategic discussion that resolves an issue in a way that both parties find
acceptable.

• IN A NEGOTIATION, each party tries to persuade the other to aggress with agree with his or her
point of view.

• While we often think that while negotiation, we should work towards a win-win situation not all
negotiation will end that way.

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HOW TO PREPARE FOR A SUCCESSFUL NEGOTIATION

• GOALS
• AVAILABLE
• TRADE ADVANTAGE
• RELATIONSHIPS
• POWER
• CONSEQUENCES

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HOW TO NEGOTIATE EFFECTIVELY
• BE AN EXCELLENT LISTENER
• ASK QUESTION
• PARAPHRASE TO ENSURE UNDERSTANDING
• AVOID RIGIDITY
• FOCUS ON VALUE
• POST PHONE WHERE NECESSARY

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DECISION MAKING AND CLARITY OF THINKING

• CONSENSUS DECISIONS – are those when everyone in the group agrees to a single outcomes
• MAJORITY DECISIONS- are those made when more than half the participants are in favor of an
outcome.

• AUTHORITY DECISIONS- are made based on the power of an individual or small group.

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• LEADERSHIP &
• TECHNICAL KNOWLEDGE AND ABILITIES

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DUTIES AND RESPONSIBILITIES
1. be name in the contract
2. assist in preparing the project brief
3. develop project manager’s brief
4. advise on budget/funding/programmed/risk/management arrangements
5. advise on site acquisition, grants and planning
6. arrange feasibility study and report
7. develop project strategy

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DUTIES AND RESPONSIBILITIES
8. Prepare project strategy
9. Prepare project handbook
10.Develop consultant’s brief
11. Devise project programmed
12. Establish management structure
13. Coordinate design processes
14. Appoint consultants
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DUTIES AND RESPONSIBILITIES
15.arrange insurance and warranties
16.select procurement system
17. arrange tender documentation
18.organize contractor prequalification
19.evaluate tenders
20.participate in contractor selection
21. participate in contractor appointment
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DUTIES AND RESPONSIBILITIES
22.organize control systems including reporting procedures
23.monitor progress
24.manage and monitor meetings
25.authorize payments
26.organize communication/reporting systems
27. provide project coordination
28.issue health and safety procedures
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DUTIES AND RESPONSIBILITIES
29.address environmental aspects
30.coordinate statutory authorizes
31. monitor budget and changes
32.develop final account
33.organize handover/occupation
34.advise on marketing/disposal

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DUTIES AND RESPONSIBILITIES
36.organize maintenance manuals
37. plan for maintenance period
38.develop maintenance programmed/staff training
39.plan facilities management and coordinate BIM
40.arrange for feedback monitoring and post-completion review
41. investigate BIM implementation
42. liaise with funding institutions
43.liaise with ground landlord

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DUTIES AND RESPONSIBILITIES

44.liaise on acquisition, valuation, disposal of land

45.liaise with agents over leasing tenants queries, ect.
46.liaise with client over move to new premises
47. liaise coordination with legal agents
48.advise and mange client’s changes

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REFERENCE

• WELLY Blackwell. (2014) ‘Code of practice for PROJECT MANAGEMENT for construction
and development’ , 5th ed. Pondicherry, India.

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