Additionally, the project manager may be responsible for keeping client or consultant communications and expectations in check. 6. TO LEARN MORE, PLEASE CLICK HERE. Intuition. Completing an engineering project on time and within budget often comes down to project management. Engineering Project Manager Resume Examples. With a road map, all members of the work force can fit their strengths, weaknesses, and alternatives into the enterprise’s plans. First, hoarding of information by divisions had to give way to enterprise ownership of information. By methodically and meticulously forecasting, classifying, analyzing, and taking inventory of skills, progressive enterprises could identify the urgency and volume of skills gaps, create focused training programs, and add some rational thinking to their sourcing strategies. A project manager has a team of people to manage and knows good management starts with solid communication skills, including listening. Midsize and large enterprises, businesses in the private and public sectors, aggressive and conservative companies—all are looking at skills management with renewed interest. Although we worry about whether the technology selected is the correct one for the organization and will lead to success, projects do not generally fail because of lack of adequate technology. Although many programs and initiatives adopt the label skills management, most of them focus on skills inventory and fall short in analysis and forecasting. 10. The skills that a good project manager possesses are many and varied, covering the entire spectrum of the human personality. Engineering Project Managers manage both the technical and project aspects of specifically designated projects. Here are 10 essential skills for an engineering project manager: 1. Skills management continues to satisfy those needs, even fos-tering a niche market of consultants and software developers that are eager to bring order to IT Human Resource management. These skills will serve them well for future higher-level positions as Vice Presidents, Chief Information Officers (CIOs), and Chief Executive Officers (CEOs) of the corporations for which they work. Employee competence levels range from 6 to 1, that is, from mastery to basic understanding. It all comes down to knowing the team and understanding how they work together. How many of the projects have important deadlines that are close together? Will project managers be stretched too thin? A good project manager needs to understand many facets of the business aspect of running a project, so critical skills touch on expertise in the areas of organization, communication, finance, and human resources. Through a program of skills identification, IT organizations can see the holes in their coverage, set priorities for projects, define which training is required, and determine which skills may need third-party coverage. 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There are numerous ways, both subtle and direct, in which project managers can help team members. Now let us examine the skills and qualities needed to meet these requirements. As we have discussed in this chapter, project managers are a special breed of people. On the negative side, skills identification and buy-in from IT managers take so long that the initiative risks losing momentum. A letter, personal word, or e-mail of appreciation goes a long way. The eight areas of focus for IT professional development and a sampling of associated skills include: Customer focus—employee possesses knowledge of customers’ business needs and expectations; delivers constructive qualitative feedback to customers, meets deadlines, and works with customers to set requirements and schedules, Technical skills—employee possesses skills related to programming, computer- aided software engineering, desktop client services, enterprise infrastructure applications, technical software, and hardware support, Product or technology evaluation and expertise—employee analyzes and compares products, makes sound recommendations within the company architecture, understands and recognizes limitations of technologies, can communicate the fundamentals of technology to others, and uses technical team resources to resolve or avoid technology-based problems, Business and application expertise—employee possesses knowledge of business-specific applications, knows company’s business and local operations, knows the broad application environments (e.g., order entry and accounting), and understands general concepts of business management, Project management—employee handles projects of certain size and complexity, estimates project costs and schedules with a degree of accuracy, executes project to plan, manages multiple projects at once, builds teams and organizes team resources, and knows project management tools, Interpersonal skills—employee performs as team member or team leader, contributes knowledge to the team and to the organization, and communicates effectively, Administrative skills —employee has understanding of budgeting, interviewing, economics of the business, and salary and review process. In this case, technical training may enhance the abilities of project managers to contribute technically, but it is unlikely to improve their management skills. On larger complex projects, such as systems integration projects or multiple-year projects, there are frequently too many complex technologies for the project manager to master. As a company focused on exceptional client service, intelligent engineering, and the right expertise, we know quite well the essential role a talented project manager plays in the life of a project.