This informal CPD article ‘Effective Project Managers: An Introduction’ was provided by London Optimum Training & Consultancy (LOTC), a UK-based training and consultancy provider committed to professional development and organisational performance.
With the worth and value that project management offers any organisation, it is easy to understand why more industries are adopting project management as the way to do business. As a result, if you check many recent hiring surveys, you will find project management near the top of the list (1).
Given the business trends of global competition and increased worker productivity continuing for the foreseeable future, the demand for successful project managers will only increase (2). Even in industries and organisations that are experiencing staff reductions, the individuals who have the knowledge, the people skills, and the management competence to solve problems and get projects done will be the individuals most valued and retained.
Growing expectation for Project Management certification
As the demand for effective project managers continues to grow and organisations continue to experience varying degrees of success with project management, more companies are requiring their project managers to be certified (3). Much like a Master of Business Administration (M.B.A) degree does not guarantee a person can run a profitable and growing business, the Project Manager certification does not guarantee a person can successfully manage a project. However, it does provide the assurance that the individual does have a baseline level of knowledge, expertise, and experience.
Key skills for effective Project Management
While there is a broad range of skills needed to effectively manage the people, process, and technical aspects of any project, it becomes clear there is a set of skills that each project manager must and should have: project management fundamentals; business management skills; technical knowledge; communication skills; and leadership skills (4).
First off, its project management fundamentals. This teaches the practical side of project management, showing how to use office programmes like Microsoft Office and project management tools to get work completed.
Secondly, its business management skills. They are basic skills that every manager needs like handling budgets and money, buying supplies, understanding how the workplace works, building and leading teams, checking performance, coaching and keeping people motivated.
Third, its technical knowledge. It’s the expertise you get from experience in the main area of the project. It makes you a better project manager because you can understand the work, ask the right questions, check your team’s plans, help fix problems, come up with solutions, and take on a more of a leadership role (5).
Then, fourthly, we have communication skills which are truly vital. Communication is one of the most important skills for any project manager (6). It includes writing clearly, speaking well, running meetings, giving presentations, and most importantly, listening carefully. Good listening means paying full attention, understanding how others feel, and really trying to connect with what they’re saying.
And finally, its leadership skills. These are about having the right attitude and mind-set for managing projects. They include working well with others, being flexible and adaptable, managing your team, understanding customers, solving problems, and always keeping the big goal in mind. The key is that the project manager has the right mix of skills to meet the needs of the given project.
Final thoughts
Project management is more than just planning and organising tasks. It’s about leading people, solving problems, and achieving results. As businesses face more competition and change, the need for skilled project managers will only grow. Those who build strong skills will not only help their organisations succeed but also stand out in their own careers. In the end, good project management is what turns ideas into success.
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REFERENCES
(1) Project Management Institute (PMI). (2023). Talent Gap: Project Management Job Growth and Talent Need 2022–2027. PMI.
(2) Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (12th ed.). Wiley.
(3) Crawford, J. K. (2007). Project Management Maturity Model: Providing a Roadmap for the Evolution of Project Management. Auerbach Publications.
(4) Project Management Institute (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th ed.). Project Management Institute, Inc.
(5) Slevin, D. P., & Pinto, J. K. (1987). The project implementation profile: New tool for project managers. Project Management Journal, 18(4), 57-70.
(6) Müller, R., & Turner, J. R. (2007). The influence of project managers’ emotional intelligence and transformational leadership style on project success. International Journal of Project Management, 25(1), 49–59.
