Published here July 2002.

Introduction  | Leader  | Project Management | Project Manager's Skills 
Project Manager's Types of Leadership | Servant Leadership
Ten Characteristics of a Servant-Leader | Characteristics Compared 
Project Management by a Servant Leader | Risks & Benefits | References

Project Manager's Skills

According to Vitella (2001), a project manager must have the following skills to succeed:

  • Leadership - inspiring others to create a vision and strive to achieve the goals
  • Good communication - ability to provide valuable information related to the project status in a timely and effective manner
  • Conflict resolution skills - assisting in resolution of any project conflicts so that the project team members all feel part of the process and want to remain involved in the project
  • Negotiation skills - maintaining relationships with people who are involved in the project
  • Team building - assists the team members in understanding their roles and responsibilities on the project and work collaboratively
  • Listening skills - using good listening skills to truly hear and try to understand what others on the project are trying to say
  • Relationship management - capable of working with all levels within the organization by building relationships with them.

Melymuka (2000) assists in identifying other skills project managers need to be effective. These include:

  • Ability to influence without having authority
  • To hope for the best but prepare for the worst
  • To manage, motivate and organize people
  • Possess core competencies in project related fields and business management
  • Persuasion techniques - influencing without direct authority and obtaining win-win situations
  • Generosity - share the glory, share knowledge, and don't blame others
  • Vision - understanding what needs to be done and how to get it done
  • Flexibility - capable of changing to fit the situation for the good of the project
  • Humor - seeing humor in events, laughing and going on
  • No Sweat - appearing like a duck on the surface but paddling like crazy under the water

"The project manager is the catalyst-the initiator who lifts the entire project and puts it into motion" according to Verzuh (1999, p.30). He also stated "energy and attitude gives the project manager power." Leadership is crucial for a project manager who must motivate people who are on the project teams and in functional departments. Verzuh states (1999, p.43) a project manager "must exercise his leadership subtly so that he stimulates eager and constructive support for the project and the project team without causing attitudes toward home departments to weaken." The leadership needs to "foster strong positive loyalties both to the project and to the functional organization" (p. 43).

Project Management  Project Management

Home | Issacons | PM Glossary | Papers & Books | Max's Musings
Guest Articles | Contact Info | Top of Page