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.
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 Topics
This paper examines the critical role of the project manager and their authority within a project-based environment. The primary research goal is to identify the specific competencies, with a particular focus on social skills, that enable a project manager to effectively lead a team and successfully complete complex tasks in an industry-independent context.
- The foundational definition of projects and project management.
- Core responsibilities and roles of a project manager.
- Analysis of essential professional and leadership competencies.
- Evaluation of different leadership styles and their suitability for projects.
- The impact of soft skills, communication, and motivation on project success.
Excerpt from the Book
3.1 Description of the role of the project manager
The project manager has the most important task in project management and is decisive for the success of a project. "The success or failure of a project depends very much on the person of the project manager" (Litke, 2007, p. 164). He is subordinate to the client and has project staff, which he must lead. If possible, he should be determined before a project order is created and identified by the potential client (cf. Drees et al., 2010, p. 24). Appointing the project manager from the beginning increases the chances of a successful project. The project manager has responsibility for the project and should be given clearly defined instruction and decision-making authority by the client. Burghardt refers to this in his text as "personification of responsibility" (Burghardt, 2008, p. 110). What is meant by this is that the project manager assumes the role of a managing director for a limited period of time during the course of the project. He leads his project team, manages it, assumes responsibility and planning, and may also be jointly responsible for personnel decisions. The client should recognize and support the responsibility of the project manager.
For this personalized responsibility, it is important that there be only one project manager (cf. Drees et al. 2010, p. 12). This person should also only lead one project at a time. "Personalized responsibility must be indivisible" (Burghardt, 2008, p. 110). If responsibility is divided among several leaders, this can lead to confused decisions and leadership styles. This results in disagreements within the project team. If these conditions are not met, a project is doomed to failure from the very beginning.
Summary of Chapters
1. Introduction: Outlines the significance of projects in modern industries and defines the research focus on the project manager's competencies and social influence.
2. Theoretical foundations: Establishes clear definitions for the terms 'project' and 'project management' to serve as a framework for the subsequent analysis.
3. The project manager: Details the primary role, duties, specific requirements, and the various leadership styles essential for effective project oversight.
4. Social skills: Explores interpersonal competencies such as teamwork, flexibility, communication, and motivation that are critical for managing human dynamics in projects.
5. Summary: Concludes the work by synthesizing the importance of the project manager and the necessity of a multifaceted competency profile for project success.
Keywords
Project Management, Project Manager, Leadership Competence, Social Skills, Soft Skills, Teamwork, Communication, Motivation, Leadership Styles, Authenticity, Responsibility, Project Success, Delegation, Conflict Management, Interdisciplinary Work.
Frequently Asked Questions
What is the core focus of this research paper?
The paper focuses on the vital role of the project manager, specifically identifying the competencies needed to effectively lead teams and ensure project success.
What are the primary thematic areas explored?
The main themes include theoretical foundations of project management, specific leadership requirements, various leadership styles, and the critical importance of soft skills.
What is the primary objective of the work?
The objective is to clarify the importance of the project manager's role and to highlight the specific competencies required to navigate complex project environments successfully.
Which scientific approach is utilized?
The work employs a theoretical analysis, reviewing literature and existing management frameworks to define competencies and synthesize best practices in project leadership.
What does the main body of the text cover?
The main body examines the specific roles and tasks of the project manager, categorizes necessary competencies (professional, methodological, social, leadership, and entrepreneurial), and evaluates different leadership styles.
Which keywords characterize this paper?
Key terms include project management, leadership competence, social skills, authentic leadership, and project team dynamics.
Why is the "authentic leadership style" considered particularly effective for projects?
The paper suggests that authentic leadership, which focuses on acting in accordance with one's own values, increases motivation and trust within the team, making it highly suitable for the challenges of project work.
How does the paper differentiate project leadership from traditional organizational management?
It highlights that projects are "unique and always new," requiring a different approach compared to the recurring tasks found in traditional hierarchical organizations.
What is the significance of the "personification of responsibility"?
It refers to the project manager acting as a "managing director" for a limited time, holding indivisible responsibility for the project's success or failure.
How does the "Four-Sided Model" of communication help the project manager?
Understanding this model helps the project manager recognize that messages can be understood at multiple levels (matter, relationship, self-revelation, and appeal), which helps in avoiding misunderstandings and managing team relationships.
- Arbeit zitieren
- Juliane Kühn (Autor:in), 2014, Project Management. Project Managers and Their Competencies, München, GRIN Verlag, https://www.grin.com/document/1182919
