5 Skills a Project Manager Needs

5 Skills a Project Manager Needs


Hi. I’m Max Dalton, and in this video I’m going
to talk through five skills a project manager needs. Project management is an art form, and no
one becomes good at it overnight. Good project managers have lived through failed
projects, taken their lumps, and learned from their mistakes. If you’re considering becoming a project manager,
there are five core skills you can work on that will give you a good start in getting
out of the gate. Communication skills. The ability to clearly communicate is the
most critical skill for a project manager to have, and it can account for upwards of
90% of a project managers time. This communication can come in the form of
both written and oral communication. Examples of written communication that a project
manager will be responsible for include meeting notes, general email correspondence for the
project, and weekly status updates. Examples of oral communication you could engage
in as a project manager include presentations associated with your project, leading team
meetings, conversations with stakeholders, and conversations with team members. Organizational skills. Project managers often have to juggle multiple
projects of various sizes. That means staying on top of all of the schedules,
financial tracking, communication, and individuals doing the work for each project. As a result, it’s critical for project managers
to Rishave strong organizational skills to not just stay on top of all of their work,
but also to be able to monitor what everyone else is doing and where everything is. There are a variety of tools available to
help project managers stay on top of everything, such as Microsoft Project, Microsoft OneNote,
JIRA, Trello, Team Foundation Server, Intuit Quickbase, and many, many more. It’s also important to try different tools
to find the right combination that works best for you. Negotiation skills. Project managers regularly find themselves
in the position of negotiating contracts. As a result, it’s important for them to understand
the importance of soliciting bids from multiple vendors, how to identify what their positions
of strength are that they can leverage when negotiating terms, and the strengths and weaknesses
of various contract types (eg, fixed bid, firm fixed price, cost plus fixed fee, and
more) so they can pick the one that works best for the business. Another important skill a project manager
should have that will come into play when negotiating a contract is the ability to review
statements of work. This is important to both ensure that all
of the work the business is looking to get done is outlined and accounted for, and also
to make sure the vendor you’re working with isn’t gold plating or unnecessarily increasing
the scope of the work the business is looking to have done. Leadership skills. Project managers routinely find themselves
in the position of leading large groups consisting of people from different departments who are
tasked with doing something that no one knows exactly how they are going to do it. It’s the project manager’s job to get everyone
to work together, to define how they are going to execute the project they are tasked with,
ensure that everyone is clear about their work assignments, and then keep everyone engaged
and on track until the work is done. As a result, being a project manager requires
the ability to stay calm and collected in tough situations, helping other people work
through problems, being able to lift other people up and make them feel like an important
part of the team, leading by example, and having a high level of integrity. Risk management skills. One of the most difficult aspects of project
management can be managing risks. A project manager must work at the beginning
of a project with individuals at all levels of the business (some who may not even be
on the project team) to identify risks to a project. To further complicate matters, there are all
kinds of directions to consider when looking for risks to a project. There can be internal risks associated with
other company initiatives, there can be risks associated with vendors, there can be risks
associate with government regulations, and on, and on. Additionally, for each risk that gets identified,
it’s the responsibility of the project manager to both outline how to control that risk to
prevent it from happening, and also to pull together options for how that risk should
be addressed if it turns into an actual issue. And that process of risk analysis doesn’t
stop after the initial assessment, but it is ongoing through the duration of the project.