Are you a good project manager?

Are you a good project manager?

The following are some of the most important skills in project management that have been simplified to some simple issues. You can use them to test your own level:

1. You do not have a good plan because you think you are an executor rather than a planner.

Many people think they are action-oriented. When they were assigned a task, their first reaction was to start solving the problem, even though the "Plan" was actually a form of "execution. Here we will make a distinction between the two.

2. You have only the minimum interaction and cooperation with customers and team members.

This is a classic case. Individuals may feel more comfortable when working independently. Many people are more efficient in this case. These persons develop separate project plans, allocate work, and ensure the completion of work. However, these people may not be accustomed to a large number of interpersonal interactions.

3. You like to make excuses rather than take responsibility for problems.

Some project managers know that they are responsible for the vast majority of things in this project, while others do not think so. There is always a reasonable reason for these people to explain when things are not completed. Which one do you prefer? Are you trying to explain the problem, take responsibility for the problem, and take measures to eliminate the cause of the problem?

4. For your customers, you are a desperate person, and your management has not changed.

Do you think that focusing on the customer's behavior means you have to listen to the customer for everything? Or is the way you handle problems in the face of changes not changed?

5. Let the problem become a disaster.

We will face this problem, and there will always be some delays between us. Do you think the problems in these projects will disappear? Do you only pay attention to these problems when they affect the project?

6. You are not planning a work plan, or you are not doing it on time.

This is common in many projects. Many project managers develop a project work plan, but they never update the plan, or discard the plan wherever they are in the project cycle. If someone asks them how much work they have to do, they only have a vague concept but cannot tell accurate numbers.

7. You would rather leave things alone than spend more time

Many projects are completed on schedule within the budget, but the cost is reduced by quality. The managers in charge of such projects believe that they can finish the project on schedule and correct the existing problems. are you like this?

8. You encountered an accident in the last minute instead of planning the result.

This feature can be caused by overly optimistic analysis of things, or by consciously hiding the situation and wishing things to be handled. The first case may be caused by lack of experience, and the second case, the Project Manager will retain the information as part of his strategy, which may be related to the next issue.

9. You only conduct minimum information exchange

Surprisingly, many project managers think that communication is hard at work. Its project team may have made a lot of effort, but they only want to write down things when they need to communicate. They do not hold regular meeting meetings. If your project requires extensive communication, do you want to enjoy this challenge or be tortured by those who want to inquire about the situation?

10. You ignore the risk

Some risks are obvious from the beginning of the project, and other risks are also displayed during the project. Many project managers even think that risk management is not part of their management responsibilities. Other managers can recognize the existence of risks, but they do not take any action until everything is too late.

Of course, these questions indicate some defects in the project management experience. Answering "no" to all the ten questions does not guarantee your success. However, if you answer "yes" to any question, it shows the possible problems in a certain part of the project, especially for complex and large projects.