five abilities of project manage

I have equipped myself with strong capability in text-writing and text-editing. good at communication and is a great teamplayer. write your own documents and strive to write fast and well. understand sub item and phased summary report. strong sense of time. beresolute in doing things. In case of problems. make a quick decision. record in a notebook. think coherently again and again to form a new work programme. In this way. the work will improve and be more acceptable.

译，具备较强的文档编写能力，善于沟通，并能很好地与团队成员合作，自己动手写文档，并且追求写快，写好，写准，懂得分项分阶段总结汇报，具有较强的时间观念，做事雷厉风行，遇到问题，当机立断，记录在笔记本上，一次次连贯起来思考，形成新的工作方案，这样工作就有起色，会更容易被人接受。

planning ability should start with cultivating employees'self-confidence. let employees become confidence through continuous experience. behind confidence is simplification and speed. when employees have self-confidence and concise communication. they will be very smooth. confidence and simplicity are the key to speed. In this way. the plan can be completed on schedule. goal decomposition.task all ocation. each of the stages with each stage of the target. the schedule can be used to develop the project plan. break down the project in progress gantt chart. clarify the time dependency of project start and end. project milestones assign tasks to project members. ensure transparency of project progress information. so that people around the lagging node can reach out and work together. regularly check project nodes. after discovering the possible risks in the project. study and decide as soon as possible to form a risk management plan. timely record the changed areas. discuss whether to report to the superuision department.

译，计划能力得先从培养员工的自信心说起，让员工通过不断的获得经验变得自信，自信的背后是简化与速度，员工有了自信，言简意赅的交流就很顺畅，自信与简明是速度的关键，这样，计划下达，才能如期完成。目标分解，任务分配时，每个阶段的目标要明确，可用进度猫来制定项目计划，在进度猫甘特图中分解项目，明确项目开始，结束时间依赖关系，项目里程碑将任务分配给项目成员，确保项目进度的信息透明，以便出现滞后的节点周围人，伸出援助之手共进。定期检查项目节点，发现项目中可能存在的风险后，尽快研究决定，形成风险管理预案，对涉及变更的区域，及时记录，商议是否报监理部。

have the ability of process control. the first thought is responsibility not power. at the beginning of the project. we should stay away from the table culture. I once saw a project leader subject to the boss of the construction subcontractor. the project leader uses his power. the owner of the construction subcontractor uses beautiful wine. trade with reach other and get what they need. develop to certain stage. the boss of the construction subcontractor asked the project leader to make illegal profits for him. but he was obedient and had no power to refuse. in the construction of the project. it is obvious to ignore safety and illegally seek private interests for others. result of final treatment. this lesson tells us how important it is for project managers to resist corruption. this is the requirement of having process control capability. the requirement for the working process is to find each node in the process. control node with appropriate methods. collect data and improve project follow-up efficiency. reduce cross departmental communication costs. improve node data. establish feedback mechanism. it can accurately understand the actual information of nodes and facilitate the adjustment of control measures.

译，具有过程控制的能力，首先想到的是责任，而不是权力，在项目刚启动时，就要远离“饭桌”文化，我曾见过一个工程，项目负责人受制于施工分包单位老板，项目负责人运用手中权力，施工分包单位老板，运用美色，美酒，相互交易，各取所需，发展到一定阶段，施工分包单位老板，要求项目负责人替他违规收益，他却只能乖乖听话，已无力拒绝，在项目施工中，显现出忽视安全，为他人谋取利益，最终受到处罚的结果。这教训告诉我们，防腐拒贪对项目管理者多么重要，这是具有过程控制能力对己的要求。对工作过程的要求，就是找到过程中的各个节点，用合适的方法控制节点，收集数据，提高项目跟进效率，降低跨部门之间沟通成本，完善节点相关资料，建立反馈机制，能准确了解节点实际信息，便于调整管控措施。

resource allocation capability is the basic way and efficiency of resource allocation. the simpler the method. the higher the efficiency. that is. the stronger the ability to allocate resources. people are the most important resources in the project resources. it is the most abundant and valuable resource. project managers are proficient in employing people and work twice as hard. this should be continuously optimized and summarized in the actual configuration in order to continuously improve. that‘what z’ve been trying to do.

译，资源配置能力就是资源配置的基本方式及产生的效率，方式越简单，效率越高，即是配置资源能力越强。人是项目资源中最重要的资源，是最丰富且最具开发价值的资源，项目管理者精通用人之道，则事半功倍。这要在实际配置中，不断优化总结，才能不断提高，这也是我一直努力的方向。

budget ability is reflected in two aspects. map reading and skilled calculation. this is also the basic skill of the budgeter. it is also the basis for all work of the project. start with the bidding of a project. preparation of construction drawings after winning the bid. to extraction of phased quantities. to the verification of the assignment. and final construction settlement preparation. all of them are closely related to the calculation qoantity. if the project manager does not have this ability. rely on the budget clerk and chief engineer to read the map everywhere. at least your work links have increased. low efficiency. if the budgeter is negative about you. it makes your work difficult. if you don't know the drawings rely on engineers. at this time. you will find the job extremely difficult. therefore. project managers should participate in project settlement. responsible for project cost analvsis. collect the change data in the project. review the assignment of each node of the project. make sure that the quantities of each node and the resources consumed are well know. the above are the five basic abilities of project management.

译，预算能力体现在识图和熟练算量两方面，这也是预算员的基本功，更是展开项目一切工作的基础，从一开始工程的招标，到中标后施工图的编制，到分阶段工程量的提取，到任务书的核定，以及最后的施工结算，无一不与算量密切相关，如果项目管理者，不具备这种能力，处处依赖预算员和总工识图，至少说，你的工作环节增加，工作效率低下，如果预算员对你消极抵触，就形成你的工作难度，如果你自己不识图，依赖工程师，这时，你会觉得这份工作异常吃力，所以，项目管理者要参与工程结算，负责项目成本分析，收集项目中发生的变更资料，审核工程各个节点的任务书，做到各节点工程量与所耗资源心中有数。

以上就是我认为的项目管理的五种基本能力。