What does Project Manager Do ?

What does Project Manager Do ?

Whatever environment might be , the position could caused you on fire. Or shooted, so just well prepared & ready in action


The project manager :

  • is the person responsible for accomplishing the project objectives.
  • is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.
  • Is a Person who leads of Projects
  • Make things happen but not Doing everythings
  • Applied of resources to achieve project objectives
  • Becomes the link between the strategy and the team
  • Big responsibilities, but limited authority


The project manager should be fulfilled some competencies:

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  • Technical Knowledge & Experienced : referring relevant Projects , examples for construction :  rail road, harbour,airport, building etc
  • Project management Knowledge , Performance & Project’s governance
  • Interpersonal Skill : Leadership , Communication, Influencing , Problem solving etc.
  • Organizational & Business processes

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What Does DO ?

Lead of projects from Preparing, Starting, Executing, Controlling & Closing

Preparing :

  • Understand , Clarify to Sales /user of the project’s objectives and the Project’s deliverables
  • Requesting & Preparing Project team, Assigning people to all project roles
  • Defining Strategy , how the team will perform its essential functions
  • Preparing well defined Project management Plan, Project management documents, Business document

Starting :

  • Kick Off meeting : Finalize & stated Project’s deliverables
  • MOM Signature
  • Informing Project management procesess & Reporting method,KPI, Dashboards

Performing :

  • Doing the tasks: Perform the work that’s in your plan
  • Managing & developing team
  • Key user training
  • User Acceptance

Controlling :

  • Comparing performance with plans
  • Fixing problems that arise
  • Keeping everyone informed


Closing :

  • Handover to Operation
  • Biling statement
  • Closing Project

You Don’t Need a Title to Be a Great Leader

If you can influence and have an impact on others, you’re a leader

By lolly daskal


Many people believe leadership is something that’s conferred along with a title or attained when you direct a a team of people, but true leadership is never about authority or power. It’s about helping others grow, and that’s something anyone can do.

If it’s your desire to influence and have an impact on others, you have leadership qualities. And if you can inspire people to do something they thought they couldn’t do, demonstrate how the impossible is possible, believe in someone when they didn’t believe in themselves, you’re already a leader.

People don’t set out to be great leaders, they set out to make a difference. It’s never about the role or the title, but about influencing others, helping and supporting them.

Here are seven questions to help you gauge your own leadership:

1. Do you act with integrity? Leaders allow their good character to speak for them. If you are the type of person who is consistent in your actions, values, methods, and principles–regardless of who’s watching–and if people know what say you do you will do, and do it to the highest standard, you’re a leader.

2. Are you a great communicator? Great leaders are great communicators. Are you the type of person who likes to share information? To keep people informed and make sure they have all the guidance they need? Do you communicate with openness, candor, and honesty, and without drama or wordiness? You’re a leader.

3. Do you have confidence? Confidence doesn’t always come easy. It’s what you do with your confidence that makes you a leader. If you have the ability to inspire, engage, and empower others, helping them realize they can do things they thought were impossible, you’re a leader.

4. Are you decisive? One of the most basic duties of any leader is to make decisions. True leaders aren’t afraid to make tough calls when circumstances require it. If you are the kind of person who can gather information, make informed decisions quickly without hesitation or second-guessing, and make it work, you’re a leader.

5. Do you have a courageous attitude? A true leader is not afraid to take risks. The bigger the risk, the bigger the payoff. If you’re bold about taking chances, if you can see opportunities, and if you’re willing to start difficult conversations, you’re a leader.

6. Are you a problem solver? Let’s be honest: much of life is problem solving. There’s always something to figure out, some difficulty to resolve, some circumstance to correct. Most people spend their time complaining about problems, but leaders view a problem not as a distraction but as a source of improvement and new opportunities. If you find yourself problem solving, you’re a leader.

7. Are relationships important to you? The foundation of true leadership is the quality of your relationships. Relationships are built on a deep understanding and appreciation of others. They require the capacity to connect on a deep and personal level with others and penetrate beyond the surface with people. When you make relationships important, you’re a leader.

No matter what title you have, no matter where you work, or who you work with–if you’re influencing others and making change happen, you’re a leader.

Communication skill Value: Inspire others

To inspire positive action you must ask first, What message do I want to send and second, How do I want people to feel?
When you inspire others, they experience new ways of thinking, feeling, and acting. With your words alone you can help people feel connected to a larger group and mission. You will also help people develop a personal connection with you as their leader.

This is a value that leaders often underestimate.

Your Communication Is Accountable When:
• People are inspired. They go into action to make things happen.
• People re-create your message for others. They use their own words to restate what you want and when you want it.
• People know what is important. They are clear about your priorities and what needs to happen first.
• People are emotionally and intellectually engaged. Your message has tapped both their hearts and minds.



“That’s the problem in a nutshell.” add ,Now it’s up to us to turn this around.”
“This is an issue we must address quickly.” Add: “I’m confident we can do this.”
“We will meet on Friday at 8 a.m. in the conference room.” Add: “Let’s use this time to generate new ideas together.”
• “I haven’t had a chance to read your report.” Add: “I always appreciate how you look at things.”
• “We are facing a number of challenges this next year.” Add: “I’m happy to be on a great team. We’ll need everyone’s thinking and energy.”
• “Good morning. ” Add: “It’s always good to see you.”
• “Here’s the document. Read it and let’s talk.” Add: “I’m interested in hearing your thoughts.”



  • A few years back, 1,500 employees in a variety of work settings were surveyed to find out what they considered to be the most powerful workplace motivator. Their response?

The most powerful workplace motivator?

Recognition ,


and more recognition!



Research tells us that there are three types of conflict:

Task, relationship, and process.

  • Task conflict relates to the content and goals of the work.
  • Relationship conflict focuses on interpersonal relationships.
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  • And process conflict relates to how work gets done.

Conflict is constructive when it improves the quality of decisions, stimulates creativity and innovation, encourages interest and curiosity among group members, provides the medium through which problems can be aired and tensions released, and fosters an environment of self-evaluation and change