Projects are becoming increasingly important and more frequently applied in a wide range of industries. But what is so special about projects? How are they managed and can they be successfully completed? This paper represents the conclusion of the block seminar 'Project Management'. In the seminar, the individual elements and stages of project management were covered. In the present work a topic of the seminar is taken up and is to be deepened lastingly: the project manager and its authority. The question of which competencies the project manager needs in order to successfully lead and complete the project is the main focus. The focus here is particularly on the social competencies. Project management is a field that is primarily viewed from an economic perspective. By focusing on the social aspects, the topic is to be connected with the social course of studies.
The aim of the thesis is to clarify the importance of the project manager and to highlight the different competencies. Furthermore, differences compared to other leadership roles will be described. The different competencies are enumerated and described to provide a good overview.
The thesis starts with the definition of the terms 'project' and 'project management' as a basis for the further work. The main part of the thesis consists of two chapters: In the one chapter the role of the project manager is described, as well as its tasks, the requirements, which are placed to it, possible guidance behavior and an overview of the different guidance styles is given. The other chapter is dedicated to the social competencies, which are described in more detail. Subsequently, the work is summarized and the goal-directing question is answered.
Project management is not considered in this case within a certain range, but is taken into view industry-independently. Likewise, a regular project team is assumed. Virtual teams are neglected. Helpful for this work was the literature of the seminar, but also further literature about project management and the role of the project manager.
At a glance
- Grade: 1.0 (1.0 is the best grade)
- Uses Hölzle’s classification of project managers’ competencies
- 10 sources in the bibliography
Table of Contents
1. Introduction
2. Theoretical foundations
2.1 Definition ‘project’
2.2 Definition ‘project management’
3. The project manager
3.1 Description of the role of the project manager
3.2 Tasks of the project manager
3.3 Special features in project management
3.4 Requirements for the project manager
3.4.1 Expertise
3.4.2 Methodological competence
3.4.3 Leadership competence
3.4.4 Entrepreneurial competence
3.5 Leadership styles
4. Social skills
4.1 Teamwork
4.2 Flexibility
4.3 Communication skills
4.4 Motivational ability
5. Summary
Objectives and Themes
This work examines the importance of the project manager and asks which competencies are needed to lead and complete a project successfully. It pays particular attention to social competencies and considers project leadership across industries rather than within a specific sector.
- Definitions of projects and project management
- The project manager’s role, responsibilities and authority
- Professional, methodological, leadership and entrepreneurial competencies
- Leadership styles in project work
- Teamwork, flexibility, communication and motivation
Excerpt from the Book
4.1 Teamwork
A project team consisting of individuals is subordinate to the project manager. The composition of the team can be very different: under certain circumstances, individual team members have known each other for a long time and have already worked together, but it is also possible that the individual employees are unknown to each other. The task of the project manager is to form a team from the individuals working towards the same goal. He must control the group processes so that "the result of a group is better than the individual performance of its best individual members" (Birker, 1995, p. 157). In doing so, the project leader is a role model and must integrate himself appropriately into the team.
In order to make the best use of the team's resources, the project manager must accept and utilize the different competencies of the members (cf. Drees et al., 2010. p. 25). He or she should approach each individual member with appreciation and respect. This also includes honesty in dealing with employees and keeping agreements and arrangements. An important part of teamwork is also promoting group work as an alternative to individual work (cf. Litke, 2007, p. 165). The individual skills and competencies of the employees combined in group work, can produce more efficient performance.
Teamwork in project management differs from work in traditional hierarchical organizations. "Hierarchies solve tasks that are recurring, projects those that are unique and always new. People have to work together differently in projects than they are used to in a hierarchical organization" (Bohinc, 2006, p. 94). Employees in a project can often help shape the structures themselves. As a result, they enjoy working in their project and team spirit can develop (cf. Bohinc, 2006, p. 99). The project manager must be aware of these special features in project management and act appropriately.
Every team goes through different development stages for team building. The individual stages will not be discussed further here. However, the project manager should have knowledge of team development and promote the process, possibly mediating or holding back when necessary.
Chapter Summaries
1. Introduction: The introduction sets out the question of which competencies project managers need, with particular emphasis on social skills. It defines the work’s cross-industry scope and its focus on regular rather than virtual teams.
2. Theoretical foundations: This chapter defines projects and project management and introduces the roles involved in project organization.
3. The project manager: The chapter describes the project manager’s responsibilities, the distinctive conditions of project leadership and the competencies required. It also discusses five leadership styles.
4. Social skills: This chapter examines teamwork, flexibility, communication and motivational ability. It considers communication models, employee conversations, active listening and constructive criticism.
5. Summary: The final chapter brings together the discussion of project leadership and its professional, methodological, entrepreneurial and social dimensions.
Keywords
project management, project manager, project leadership, social skills, leadership styles, teamwork, flexibility, communication skills, motivation, methodological competence, entrepreneurial competence, Four-Sided Model
Frequently Asked Questions
What is this work about?
It examines the project manager’s role and the competencies associated with leading and completing projects.
What are its central themes?
The central themes include project organization, managerial responsibilities, leadership styles and social competencies such as teamwork and communication.
What is the main research question?
The work asks which competencies a project manager needs to lead and complete a project successfully, with particular attention to social competencies.
What method does the author use?
The author draws on project management literature to define concepts, describe competencies and discuss leadership practices.
What does the main discussion cover?
It covers the project manager’s role, tasks, requirements and leadership styles, followed by a closer examination of social skills.
Which keywords characterize the work?
Key terms include project management, project leadership, social skills, teamwork, communication, motivation and leadership styles.
How does the work organize the project manager’s competencies?
It uses Hölzle’s classification, which distinguishes technical, methodological, social, leadership and entrepreneurial competence.
How is communication theory connected to project leadership?
The discussion introduces Schulz von Thun’s Four-Sided Model to explain how messages can be sent and understood on different levels in project communication.
Does the discussion focus on a particular industry?
No. It approaches project management across industries and assumes a regular project team rather than a virtual one.
- Arbeit zitieren
- Juliane Kühn (Autor:in), 2014, Project Management. Project Managers and Their Competencies, München, GRIN Verlag, https://www.grin.com/document/1182919
