Project manager competency model

The Project Manager (Project Manager) is a person who must have well developed a series of competencies that allow him to perform an adequate management of human capital, financial and material resources, so that the objectives of the project are met in time, cost and quality.

There are various paradigms that delve into what competencies an authentic Project Manager requires, however, the model that Workitec, Inc. pronounces, provides clarity and simplicity, since it specifies eleven competencies divided into three pillars: Task Management, People Management and Communication and Influence.

I. Task Administration:

1. Collection and diagnosis of information: it is the tendency to seek information in various sources and forms, with the aim of clarifying situations and facilitating effective planning, decision-making and problem solving.

Identifies specific information needed to clarify a situation or to make a decision Obtain complete and accurate information from multiple sources Probe effectively for information when others are reluctant to provide complete and detailed information Seek the perspective of all stakeholders involved in Look for people with extensive knowledge of specific topics to get information or clarify a problem Constantly poll people to hear what problems they are facing.

2. Analytical thinking: it is the ability to develop and implement a logical approach to a problem, breaking it down into parts and considering each one as an element of a system.

Systematically compares two or more alternatives Identify discrepancies and inconsistencies in the information Identify and analyze characteristics, parameters or considerations for making decisions Hierarchically decompose tasks and sub-tasks and analyze each one Compare costs, benefits, risks and opportunities for success to Make decisions Identify multiple causes of a problem Carefully prioritize completion of one or more tasks Uses techniques and tools to ensure all components are properly integrated

3. Results orientation: it is the tendency to consider the desired end results as proper for the work unit or for oneself, establishing objectives and focusing tenaciously until they are achieved.

Sets challenging but achievable goals Focuses efforts on high priority objectives Sets clear goals and objectives in meetings and projects Maintains commitment to goals despite adversity and frustration Exerts sustained effort to achieve desired results Demonstrates great ability to work while being highly productive Demonstrates a high sense of urgency to solve problems and complete agreed work Develops work individually or in groups when it is necessary to ensure that the task is completed to continue the course of the project Develops alternatives when it is necessary to complete the work with available resources.

4. Attention to details: it is the tendency to ensure that the work and the information are accurate and complete, by following up with people ensuring that agreements and commitments have been fulfilled.

Focuses on the details of a project when it is necessary to identify risks or non-obvious problems Develops and uses systems to organize and monitor information or work progress Tracks progress against planned schedule and budget Considers associated risks to each task and project module Develops contingency plans and prepares plans to avoid problems Follows up with team members, clients and other stakeholders within the project to ensure that project progress adheres to plan Establishes through documents: methodologies, assumptions, agreements, changes, etc. Organize information for others Carefully prepare meetings and presentations.

II. People Management:

5. Promotion of teamwork: it is the ability to create cooperative work teams, creating a climate of respect, authentic involvement and applying effective techniques that facilitate group cohesion.

Generates opportunities for people to work as a team Finds ways to involve team members in tasks outside of their individual activities Seeks the active participation of everyone Promotes cooperation with other work units Listens and responds constructively to ideas generated by team members Ensures that all team members are treated objectively and fairly Recognizes and promotes behaviors that contribute to teamwork Generates a climate of constructive honesty and provides feedback Recognizes and celebrates team achievements Values contributions from all team members Uses methods and techniques to facilitate teamwork Constantly evaluates team effectiveness

6. Performance management: is the ability to provide direction, tasks, feedback, coaching and advice to the people whom you manage.

Considers strengths, limitations, goals, and preferences when assigning individual and team tasks Delegates responsibilities to capable people, but maintains authority Remains available for assistance and support, but avoids micromanagement by others Frequently maintains informal contact with team members to assess progress and problems Share information, advice and advice to help others be successful Deal with problems in a firm and timely manner; it allows people to know the expectation placed on them.

III. Communication and Influence:

7. Anticipation: is the ability to anticipate the desired effect of actions and events on others, as well as control one's own behavior to achieve the desired effect on others.

Says or does things to create the desired impact on others Anticipates the possible impacts of their actions, thus generating strategies that minimize or maximize impacts Identify and present information or data that persuade others Generate arguments that lead correctly the actions of others Create presentations with great visual and / or graphic impact Select the appropriate words or phrases according to the audience Select appropriate analogies and examples to illustrate an important point Is willing to always demonstrate commitment to the internal and external customer.

8. Influence: it is the ability to win the support of others in ideas, proposals, projects and solutions, through logical arguments, appealing to the interests of others and using a wide variety of indirect strategies.

Generates various arguments to defend or support a position Is able to easily persuade people through clear and forceful arguments Is involved in the decision-making process of others or makes sure to support them Is able to negotiate to generate commitment Identify and propose win-win solutions Develop indirect strategies to influence others Develop interpersonal relationships that can provide you with

information, resources or assistance Assertively lead groups to make decisions or generate results Carefully generate clear solutions or alternatives before

asking for a decision decisions to the Management.

9. Interpersonal assertiveness: it is the ability to capture, interpret and anticipate the feelings, emotions and concerns of others, through open and empathetic communication.

Takes time to get to know people personally Interprets people's feelings, words, tone of voice, expressions, and non-verbal language Demonstrates understanding of others' problems Looks for non-aggressive ways to approach sensitive problems Understand strengths and weaknesses of others.

10. Clarity: is the ability to ensure that those involved understand in depth: what has to be done? Why? How? When? Where? and who?

Ensures that everyone involved in the project understands the purpose of the project Clarifies the limits and definitions of the deliverables of the project Ensures that various groups are involved in the project communicating what they are going to do and who needs them Clarify the roles and responsibilities of all those involved in the project Generates regular updates of the project calendar and communicates it to the indicated personnel Develops meetings to jointly push sub-working groups in different parts of the project, with the aim of solving tasks, responsibilities, limits, etc. Keeps stakeholders constantly informed of the project's progress.

11. Confidence building: it is the firm tendency to believe in one's own abilities to be successful and the will to be assertive in a wide variety of situations.

Demonstrates an attitude of trust towards himself and the team.Makes clear decisions to solve problems with the team.Generates an assertive dialogue when someone on the team disagrees with a decision.Gives the appropriate importance to each problem.