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如何做一个成功的项目经理

项目经理在工地上如何成功带领团队?如何高效管理时间?如何处理错综复杂的人际关系?作为一个项目经理,如何把事情做得更高效,又该具备怎样的能力?都是值得深思的问题。

  一项目经理每天、每周、每旬、每月该做什么
1、每天必须做的
(1)总结自己一天的计划完成情况;
(2)考虑明天应该做的主要工作;
(3)了解每个班组或分包单位的工作进展情况,并进行相应指导;
(4)提前考虑到施工过程中的缺陷与不足之处,并想出改善的方法与步骤;
(5)记住每一位施工团队的负责人及带班的组长的名字、干活负责程度;
(6)每天必须看的各种报表和清单;
(7)考虑自己一天工作当中失误的地方;
(8)自己一天工作完成的质量与效率是否还能提高;
(9)应该批复的各项资料和文件。
2、每周必须做的
(1)除了正常的例会,还应该召开一次管理层例会;
(2)与一个你认为现在或者将来是技术层或管理层骨干的人交流一次;
(3)向公司上级汇报一次工作;
(4)对各个班组的工作进展总结一次;
(5)召开与质量和安全有关的会议;
(6)纠正在施工过程中一些错误的细节做法;
(7)检查上周纠正措施的落实情况;
(8)进行一次自我总结(非正式);
(9)整理自己的文件或书柜;
(10)了解相应的施工进度要求的变化;
(11)每周必须看的报表、签证单、施工记录;
(12)与施工中的合作单位(甲方、监理)进行交流沟通;
(13)表扬项目部中表现优秀的现场技术人员或管理人员。
3、每旬必须做的
(1)请自己的下属员工吃饭或喝茶;
(2)与公司的各个其他部门进行沟通与协调(比如财务部、成本部);
(3)对施工过程中出现难题、影响施工进度与质量的班组进行跟踪与督查,并辅以相应的帮助,加强规范。
4、每月必须做的
(1)提交月度工程量确认清单,申请甲方拨付工程款;
(2)对各个项目部成员、班组的工作进行考核;
(3)自我考核一次;
(4)月总体工作进度情况,制定工程月报;
(5)下个月度的工作计划。

  二项目经理要修炼的8种能力
  项目经理就像一个大家长,作为项目经理,也是一种修炼,以下种种都是需要慢慢修炼的:
1、脾气一定要控制好
不管是项目部成员没有按时完成工作或者是甲方总是发生变更,总之你没有任何理由可以发脾气,尤其是当着团队成员的面发脾气。
2、遇事莫慌
工程项目的风险总是存在的,各种问题也总是存在的,天大的事情只要冷静,一定会想出解决方法。倘若不够冷静,很可能胡乱作出错误决定,一个错误的决定后果往往是严重的,带来的可能是返工、项目失败等后果。记住,一定要坚持一次把事情做对。
3、永远不要让上级领导来帮你想解决方案
这个是很多人容易犯的错误,经常把问题抛给领导,然后怪领导不支持你的工作不解决你遇到的问题。记住,领导只是做决策的,而不是帮你想解决方案的,否则要你干啥用?
举个例子,当项目部人手不够,需要申请人员时,千万不要直接告诉领导人手不足就完了,一定要告诉他面对人手不够,有什么样的后果,然后有几种解决方案,每种方案的优缺点是什么,然后请领导来选择一个方案。
4、记住抱怨是没有用的
仔细回想一下,什么时候抱怨有用过?如果抱怨有用的话,那还要你干嘛?大家随便抱怨一下,心中的理想就能实现了,抱怨工资低,老板就乖乖涨工资了,你觉得可能吗?
记住,抱怨是没有用的,过多的抱怨,只会证明你是一个没有用的项目经理。遇到问题,就想破脑袋去解决。比如,团队成员有背景,耍大牌,不听你的话,抱怨有用吗?不如想想问题的根源,再自己进修一下与人沟通的技巧吧,这问题一定是出在你自己身上,毋庸置疑的。
5、要相信你的团队成员,多鼓励他们
批评是在团队建设中最为忌讳的,除非出现非常严重的问题,才要慎重的考虑是否要批评。在批评的各种方法里,当众点名批评是最为严重的了。切记,每个人都是有自尊的。你要相信你的项目部成员,相信他们都是优秀的。如果他们不优秀,一定是你的责任,你没有能够激发他们的士气,没有能够帮助他们提高工作绩效。相信他们,并鼓励他们,让他们做合适的岗位。
6、注意客观公正
做项目,出现工程小问题不可怕,可怕的是不把问题暴露出来,不让大家一起帮你分析解决,到了工程项目失败的时候也就是你的职业失败的时候了。要知道,能客观如实地汇报,有点难,但是记住,这是必须的。
7、功劳不是自己的
记住,作为一个团队,你激励大家完成了工程项目,最终获得的功劳不是你一个人的,而是大家的。不仅如此,项目过程中,任何一个点子一个解决方案的功劳,你都不能据为己有,哪怕这个真的是你想出来的,你也不能说是自己的,那是大家的智慧。甚至,你根本就不应该从你的嘴里去说出解决方案,而是应该引导团队成员让他们说出来,然后表扬他们的智慧。
8、千万不要以为自己是给公司打杂的
明白自己工作的价值,这是做好工作的前提。作为项目经理,一定会有很多琐事,写各种各样的报告,接听各种各样的电话,见各种各样的人,处理各种各样大小事情,没关系,只要你做这么多事情都是为了同一个目标,那么你的工作就是就是有价值的,虽然零散,也绝对考验你的能力。每天只做一件事情并不能让你学到时间管理,每天做10件事情就能让你必须学习时间管理。从工作中发现自己的不足,才能进步。把自己当成打杂的,心态已经不对,又怎会想到去改进呢?
以上列举了8条,都是项目经理需要修炼的,当然远远不止这8条。所以,当项目经理本身是一种修炼,修炼的正果不是你的工程成功,而是你的个人职业发展成功。

   三项目经理各阶段具体工作内容
1、进场前准备阶段
(1)熟悉合同,熟悉现场,熟悉图纸,组建项目经理部;
(2)明确开工日期,组织人员编制施工组织设计、专项施工方案、施工进度计划等,并进行审核;
(3)组织进行图纸会审并形成书面记录;
(4)参与工程招投标工作,定分包单位、材料供应商,对施工队伍选择提出意见和建议;
(5)组织项目人员根据可行性进度计划组织项目碰头会,形成书面记录并签字;
(6)与建设单位对接,落实施工队各方面安顿工作,组织施工队伍进行开工前准备工作。
2、施工阶段
(1)对外关系协调,建设、监理单位、政府相关职能部门;
(2)落实现场三通一平情况,落实好水电及工人食宿问题;
(3)参与现场临设及施工区平面布置;
(4)对项目进行总协调管理,对质量、进度、成本及安全文明施工进行严格的控制,以树立公司的良好形象;
(5)审核物资部材料计划,根据施工进度及工序组织材料的发货;
(6)在施工队入场三天前确保施工图纸、施工进度计划、工作范围、具体要求、注意事项等到位情况;
(7)施工队进场后,组织安全部人员负责施工队的安全教育,并做好安全教育资料,安全教育资料完工后存档;
(8)负责监控提供材料的使用情况及文明施工情况;
(9)将现场变更工程量及有关增量签证以书面形式与甲方、监理进行沟通、确认,工程量的增减费用必须由公司审定;
(10)每月月底前提交下月工程进度计划,由项目经理审批后报建设及监理单位;
(11)每周提交周工作总结及周工作计划,由项目经理审批后报建设及监理单位;
(12)每日填写项目经理带班记录,同时每周向公司工程部经理汇报工地进展情况及需要公司解决的问题;
(13)业主方没有及时支付工程进度款的,项目经理应及时采取措施,并用文件形式催要,若催要几次未果的,应及时汇报公司。
3、施工过程中的管理工作
(1)跟踪和监督好材料加工(或采购)计划、施工计划等;
(2)掌握施工图纸及其他有关的设计文件;
(3)熟悉与施工图纸有关的国家、省、市的规范、规程及规定;
(4)在施工过程中,经常到施工现场了解施工进度、安全和质量情况,以便发现存在问题,消灭事故隐患;
(5)熟悉施工合同,如果有变更要及时办理好签证手续。
4、现场签证、项目结算、工程验收
(1)项目经理将现场变更工程量及有关增量签证以书面形式与甲方、监理进行沟通、确认,工程量的增减费用必须由公司审定;
(2)施工队因变更增加的签证要在发生变更的一周内办理,过期不给予办理;
(3)工程完工后,及时将工地剩余材料设备(列好清单)返回公司入库;
(4)整个工程完成后,应在各项归档资料完成的前提下,与甲方、监理协商进行竣工验收,以便进行工程结算;
(5)工程验收合格后及时办理结算手续及回收工程款。

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