Requirements for a project manager in a construction enterprise.

Requirements for a project manager in a construction enterprise.

The project manager is the authorized agent of the legal representative of the enterprise on the project. Within the enterprise, the project manager is the overall person in charge of all the work in the whole process of project implementation, and can be responsible for and handle all the affairs within the scope of authorization as the legal representative of the enterprise, so the project manager is the highest responsible person and organizer of project implementation. It can be seen that the project manager is inseparable from the project. Without a project, it doesn't exist? Manager? Therefore, to discuss the conditions that a project manager of a construction enterprise should have, it is necessary to talk about project management. If there is any project management, there must be what kind of project manager to manage it. The ways and means of project management have changed, and the conditions that a project manager should have should also be adapted to it, otherwise the expected management objectives will not be achieved.

The management of the project by the project manager of the construction enterprise is mainly limited to the management of the construction project, that is to say, planning, organizing, directing, coordinating and controlling the construction process and achievements of a building installation product. Construction project management is a branch of project management. The development and reform of project management has promoted the development of construction project management, and the continuous improvement of the scale and complexity of construction projects has put forward higher requirements for project managers. Traditional project managers are usually just technical experts and task executors. Modern project managers should not only have the professional technical ability to plan and control with various management tools, but also have many other abilities, such as motivating project department members to keep consistent with the strategies of owners, supervisors, designers and local governments. Project managers must skillfully use technical factors through human factors to achieve project goals. In other words, he must make the project department an efficient group with tacit cooperation, enthusiasm and responsibility. Therefore, in the context of the widespread use of modern project management and project law, the author believes that the project manager of a construction enterprise should have the following requirements for the project manager's ability if he wants to achieve the predetermined project management objectives? Soft? Personality factors, including? Work hard? Management skills and technical skills.

First, personality factors.

The personality quality of a project manager is usually reflected in his understanding and behavior in the process of interacting with other people in the organization. Excellent project managers can effectively understand the needs and motivations of others in the project department and have good communication skills. It also includes the following aspects:

1, appeal.

That is, the ability to motivate subordinates. People are people in society, and everyone has their own personality. Generally speaking, the members of the project management department are assembled from various departments within the enterprise, so everyone's quality, ability and ideological realm are more or less different. Everyone goes to work in the project department for different purposes, some for money, some for learning skills and skills, and some for muddling along. Therefore, everyone's work enthusiasm will be different. If a person who wants money doesn't get the salary he expects, he will be bored. People who want to learn technology and skills will feel bored if they feel that there is nothing to learn from the project, or that the position is wrong and they can't learn technology and skills; To muddle along is to be a monk for a day. Therefore, the project manager should have enough appeal to stimulate the enthusiasm of all members.

2. Communication skills.

That is, the ability to effectively listen, suggest and understand the behavior of others. Strong leadership will definitely restrict the development of enterprises. Only when the project manager has sufficient communication skills can he communicate equally with subordinates and superiors, especially subordinates.

Because the voice of the masses comes from the most basic and primitive voice, especially the opposition voice of the masses, if a project manager does not fully analyze and understand the opinions of his subordinates, his management will inevitably be power management, which will also introduce employees' dissatisfaction, and the consequences will surely repeat those in the history of our country. Advice when most needed is least heeded? The mistake.

3. Flexibility, patience and endurance.

As we all know, the biggest feature of construction projects is single, each project has its own uniqueness, and every project may have ever-changing situations in the construction process. Therefore, project management is a kind of dynamic management, which requires the project manager to have the ability to be flexible, so as to quickly deal with various unfavorable situations on the construction site and start to solve them. Without the ability to be flexible, it is bound to be as helpless and anxious as ants on hot bricks, which may eventually hinder the progress of the project.

4. Highly sensitive to policies.

The project management in China is still under the market economy led by the government. Therefore, the management of each project is closely related to changes in the market and related policies. Changes in market information and policies, such as the adjustment of material prices, may lead to changes in one or all of the project objectives. Therefore, project managers must be highly sensitive to policies to meet the requirements of the development of modern project management.

5. The project manager must also be self-respecting, enthusiastic, passionate and energetic.

Second, management skills.

Management skills first require the project manager to treat the project as a whole, and to recognize the relationship and constraints between the various parts of the project, as well as the relationship between individual projects and superior organizations. Only when the project manager has a clear understanding of the overall environment and the whole project can he make clear goals and reasonable plans. Specifically including:

1, plan.

Planning is an activity to plan and arrange the future project implementation process in order to achieve the established goals of the project. As a function of project management, planning runs through the whole process of project construction. In the whole process of the project, with the progress of the project, it is constantly refined and concretized, and at the same time, it is constantly revised and adjusted to form a connecting link system. Plans include time limit for a project, investment plan, quality standard plan, labor plan, machinery use plan, material supply plan and so on. If the project manager wants to manage the whole project in a unified way, he must work out a feasible scheme or have a good idea of the whole project plan, so that all the work can be carried out in an orderly way as planned. In other words, the project manager must have the ability of overall consideration and unified planning of construction projects.

2. organization.

The organizational ability that the project manager must have here refers to the ability of one person's combination to make the whole construction project achieve the established goals, make all participants work together and set up different levels of power and responsibility systems. When a project wins the bid (sometimes when bidding), the project manager, as (or to be) the project leader, must make full use of his organizational ability to organize the project in a unified way, such as determining organizational objectives, determining project work content, designing organizational structure, assigning posts and personnel, formulating post responsibility standards, workflow and information flow, and formulating assessment standards. In the process of project implementation, the project manager must make full use of his organizational ability to organize all aspects of the project construction in a unified way, that is, to handle the various relationships between people, people and things, and people and things that occur during the construction process, so that the construction project can be carried out according to the established plan.

3. Target positioning.

The project manager must have the ability to locate the target, which refers to the standards of various indicators that the construction project must complete in order to achieve the expected effect. There are many objectives, but the core ones are quality objectives, time limit for a project objectives and investment objectives. Only when the project manager locates these three goals accurately and reasonably can the management of the whole project have a general direction and the work of each project can be carried out towards these three goals. To formulate accurate and reasonable objectives (general objectives and sub-objectives), you must be familiar with the general objectives of the project proposed in the contract, relevant materials reflecting the characteristics of the project, such as bidding documents, construction drawings, and relevant materials reflecting local construction conditions (such as local climate data, engineering geology, hydrological data, etc.). ) and relevant national policies, regulations, norms, standards and quotas.

4. Overall understanding of the project.

The project is a complex whole, which may include several sub-projects, sub-projects and unit projects. Especially in recent years, the number of large-scale projects in China has gradually increased. If we have no overall awareness of the whole project, it is inevitable that we will lose sight of one thing and lose sight of another.

5. Ability to deal with the relationship between the project department and the outside world.

This is one of the disciplines of public relations. Specifically, the relationship between the project department and the outside world mainly includes the following aspects: the relationship between the project department and contractors (owners, supervisors and designers), the relationship between the project department and superior departments, and the relationship between the project department and local tax, finance, insurance, government and law enforcement departments. Only by properly handling and rationalizing the relationship between the project department and these outsiders can the project be carried out smoothly, because without the support, guidance, coordination and help of these outsiders, the project construction is bound to be isolated and helpless.

6. Authorization ability.

In other words, members of the project department should participate in decision-making together, rather than the traditional leadership concept and system. Any decision must be fully discussed and demonstrated by relevant personnel before making a decision. This can not only be done? Persuade people with virtue? And because of the wisdom of many people, decision-making will be more popular, more convincing, more scientific and more comprehensive.

Third, technical skills.

Technical skills refer to the ability to understand and skillfully engage in a specific activity, especially the skills involving methods, processes, procedures or technologies. An excellent project manager should have relevant technical experience or knowledge required by the project. Technical skills include professional knowledge and analytical ability to use management tools and skills in specific situations. Specifically including:

1, expertise in using project management tools and skills.

Project management is a new management science, which is the product of the combination of modern engineering technology, management theory and project construction practice. After decades of development and improvement, it has become increasingly mature and widely used in developed industrial countries, with obvious economic benefits. Practice has proved that the implementation of project management in the field of economic construction, especially in the construction of construction projects, is of great significance for improving project quality, shortening construction period and saving costs. Each project management has its own specific management procedures and steps. Most modern architectural projects are comprehensive projects. The project manager must master the comprehensive application of modern management science and technology such as decision-making technology, network planning technology, system engineering, value engineering, target management and kanban management, and implement dynamic control in the process of construction management, so as to successfully complete the project and finally realize the established project objectives.

2. Relevant professional knowledge. Such as industrial and civil building professional knowledge, road and bridge professional knowledge, water conservancy, electric power, ports and other professional knowledge, as well as economic knowledge such as construction economy, technical economy, budget estimate and legal knowledge such as economic law and contract law. Only by mastering certain professional knowledge in these aspects can we be comfortable when encountering related professional events in the process of project implementation and be invincible when dealing with economic problems.

3. Computer application ability. The rapid development of computer technology has played a decisive role in China's economic construction. In some high-tech fields, computers have become an indispensable condition for office work. The same is true in the field of building construction. The era of handwritten documents will soon become history, not only because computers can improve work efficiency, but also according to relevant requirements, all kinds of documents must be completed by computers. Therefore, as a project manager of construction engineering, he must master certain computer application ability, such as architectural drawing, word processing, database and so on, in order to adapt to the times.

4, the project manager should also understand the relevant project knowledge, and understand the project methods, processes and procedures, only with these comprehensive knowledge, can we flexibly use various management technologies in the project management process.

5. The project manager must also have healthy body and rich practical experience. Because the project is busy, especially the project with high risk or poor progress, the project manager will bear heavy pressure, so he should have a healthy body. At the same time, the project manager is the commander who comes to the front line personally, and he should deal with all kinds of problems in the project operation at any time, so he should have rich practical experience in the project so as to make quick decisions on all kinds of problems in the construction site.

In a word, an excellent project manager should not only be confident, enterprising, energetic and kind.

In terms of communication, we must also have extensive management skills and professional skills. Only by all-round development can we successfully achieve the established goals of this project. ;