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Imagine you have all been selected, straight out of university, to attend interviews at Babcock Marine in Devonport for the position of Graduate Project Manager. Should you be successful you could be working on anything from the infrastructure of the base to the refit of Nuclear Submarines. You have all been told in advance that your interview will begin with you giving a 10 minute presentation covering each the following three main areas, equally:
What it takes to be a good project manager?
How you would judge if a particular project could be called successful on completion?
Why would you be the right choice as someone with the potential to one day manage a multi £M, hugely complex project such as the refit of a nuclear submarine?.
It is rarely good policy to read a presentation from a script and certainly not in a situation such as this. However, for an event as important as this interview, it is a good idea to produce a very detailed outline of what precisely you will say. By the time you have evolved your presentation on paper you should be in a very good position to make a professional, near word-perfect presentation with reference to no more than your PowerPoint slides. You can even work what appear to be ad-libs into the presentation if you do enough preparation.
For this assignment you are required to provide a “script” for the presentation along with paper copies of the PowerPoint slides (no more than five in total and printed 3 to a side of A4 ) you would use to illustrate your talk. Remember that this is not simply the reproduction of text-book/internet answers for an examination. This is an interview with real people who understand real project management and who have read the popular text books and seen all the lists on the internet. You want to impress with your personality, knowledge, understanding and potential ability to do the job. You will not do this by simply regurgitating glib lists from on-line “consultants”.
This piece of work must show clear evidence of reading around the subject as well as understanding its particular relevance to the company (don’t contact them for details). While it is unlikely that you would use references in such a presentation, for this exercise you must include a separate, full reference list that identifies all of your sources and links to your script and, where appropriate, your PowerPoints.
Represent approximately 30 hours of work – you really want this job. Even if you don’t get into Babcock this presentation could well form the basis for others you may be asked to give in your search for the perfect start to your engineering career.
What Does It Take To Be A Good Project Manager?
Length: 6 pages (1945 Words)
Job Position of Graduate Project Manager
What does it take to be a good project manager?
A good project manager is the one who runs a project to its ultimate objective of success. To achieve the success, the manager must have the necessary skills to oversee the whole project. The necessary skills which cover the human personality entire spectrum are divided into four categories namely personal, technical, management and coping skills (Goodwin, 1993).
The project managers must exercise personal skills in a specific project (Verburg et al., 2013). They should be able to sustain and motivate people. Other project team members will depend on the manager to remove obstacles and solve problems affecting a specific project. It takes courage for the project managers to solve and address problems within and outside the project team to ensure success. Project managers have to lead by example thus have to be direct, straightforward, knowledgeable and honest in dealings with people associated with the project. To exude confidence, project managers must have a positive attitude even in difficult positions. Good project managers define expectations required to accomplish the task to the workforce. They are also considerate in matters of respect, time and association with people. Project managers must always be direct and concise with the activities at hand.
Good project managers must have the technical skills to drive a project into its success (Müller & Turner, 2010). They must be able to pool all the resources required from the junior staff to ensure the project is completed in time and achieves its objectives. While a project manager may lack some specific technical skills like programming and computing, he should be able to compensate either by being trained or mobilizing the resources available to manage the project. Therefore, managers should ask questions regarding the technicalities of the project and be able to provide solutions. These questions include the technical issues that require management, people to solve the technicalities, and the quality of service provided by technical teams. Also, good project managers have to know people to be relied upon and where assistance can be drawn during difficult situations.
Management skills are another quality that a manager must have. A good project manager requires an understanding of the many business aspect facets of a running project. The manager should therefore have the expertise on the areas of communication, organization, human resources and finance (Müller & Turner, 2010). Good managers have the ability to accurately estimate and control costs for the project. Also, they have the capability of hiring workers and keeping them. Making decisions are their strong points in the projects they oversee. In addition, good managers are able to manage change during the projects tenure for the whole success of the project.
A good project manager must acquire skills for coping with different conflicts, situations, doubt, and uncertainty (Verburg et al., 2013). This means the project manager has to be firm and persistent where necessary, flexible, creative whether required or not and ability to absorb large data volumes from various sources. Good managers know when to be patient and the best time to take action. They are also able to handle continuous and often unrelenting periods of stress during the projects cycle. Because projects usually have an element of surprise, good project managers adapt by having high tolerance to ambiguity, uncertainty and surprises.