^ [[2.3 Project Environment]] # 2.3.3  Project Management Competences Project Managers (PMs) need to: - understand the project management **methodology** used in their organisation (e.g. PM2) - have the **technical competences** required **to effectively manage the initiation, planning, execution, control and closing** of a project. On top of this, the role requires skills to work effectively with **people** and within the broader **organisational context**. These include the **contextual and behavioural skills** necessary to manage complex projects with diverse teams and stakeholder groups that have **pluralistic and conflicting priorities**. Project Managers (PMs) thus also need to know/understand: - how to **communicate, lead, motivate, negotiate, solve problems and deal with issues, conduct meetings and workshops, report project status, etc** - the **business context** and the general **project environment** (i.e. sociocultural, political, physical, etc.) - organisational **policies and standards** (e.g. security, organisational architecture, audits, etc.) - how the end-product or service will be **maintained** after it is delivered. Additionally, **subject-specific knowledge** (e.g. IT, policy, etc.) is often relevant and useful to a Project Manager’s (PM) role. Most, if not all, of the above-mentioned points are ==also required of Business Managers (BM)==. The table below lists the main competences for Projects Managers (PMs) and [[Business Manager (BM)|Business Managers]] (BMs): ![[Table 2.3.3 - Competences.png]] The above competences may not necessarily be independent and each can have an impact on others. However, the filter that determines what is more important (e.g. self or common interest, time or quality, results or balance, etc.) lies in our values and ethics. Therefore, **competences related to the appreciation of values and ethics have a prominent position** compared to the rest because ==it is our ethical profile that guides us on how we should apply our competencies, and determines what we consider good or bad, right or wrong, in any given situation, decision and action.== Note that Project Managers (PMs) and Business Managers (BMs) should **demonstrate these competencies effectively, consistently and appropriately to the given situation, while remaining aligned with organisational and professional values and ethics**. The aim is to achieve the project goals by making (and acting on) the right decisions, at the right time, in the right way and for the right reasons. This can be a challenge for Project Managers (PMs), who often face **tensions between making decisions based on goals and values, and meeting the needs of various stakeholders**. Such decisions and tensions become easier to manage when Project Managers (PMs) have developed an ethical disposition, which involves the **balancing of goals and skills, personal integrity and moral virtue**. Although all virtues (logical and moral) affect all competences, ==the virtues of judgment, prudence and insightfulness are (comparatively) more related to demonstrating the **perspective competencies**, while the moral virtues of honesty, fairness, friendliness, generosity, temperance, courage, humour, and magnanimity and magnificence, are (comparatively) more related to demonstrating **people competences**== (see [[Appendix F - Ethics and Conduct|Appendix F]]). ___ Spanish Guide: [[2.3.3 Competencias para la Dirección de Proyectos]] <-- [[2.3.2 Developing Project Management Competences]] --> [[3 Overview of the PM2 Methodology]] ___ ![[👉 Quick links]]