The expression "Management is more of an art than a science" has almost become a saying. For high-ranking experts on the cusp of their first leadership role, this can sound illogical and even disturbing, especially when you throw in the additional components - processes, projects and people. We invited Konstantina Sarafska, HR Consultant for the city of Plovdiv, to share how an expert can prepare for the next step in her professional growth towards a leader and what peculiarities managerial roles in the engineering sector hold. We would like to invite you to meet Konstantina Sarafova, a member of our team.
Traditionally, when one sees a managerial position, one automatically associates the main responsibilities in it with people management. What other challenges should candidates stepping into management shoes for the first time prepare for?
Konstantina: One of the most valuable challenges is actually what is called proactive management, which consists of anticipatory management actions based on forecasting future developments, or the first signs of change coming. Proactive management involves planning, meeting deadlines, and ensuring successfully completed projects or well-implemented processes.
In addition to the responsibilities associated with people management, here we have a strategic approach to solving cases from an organisational perspective. When a structural change occurs in an organization, an optimal decision has to be made very quickly so that it does not affect the bottom line. In spite of the current challenges, the manager should play well "chess", at one shift of the pieces, to be able to complete the processes or projects successfully.
Especially in the engineering and manufacturing sector, process and project managers are often sought after. What are the similarities and differences between these two positions?
Konstantina: In the manufacturing sector, we see different approaches to process and project execution within the organization. We have seen smaller companies that combine the position - of project and process engineer/manager. However, as far as the larger industries, with a clear structure and a need for segmentation, the two positions are distinguished as separate from each other.
- Process engineers - are concerned with the coordination and optimization of the company's processes, as well as the development of concepts for the implementation of new production processes. Correspondingly, process managers, with the so common title of production manager, are concerned with developing systems and processes to track and optimize the performance and efficiency goals of all production.
Regarding leadership roles in engineering and in particular the processes that are overseen by management, we typically see a focus on the production of the product so that quality is not compromised.
- Project engineers - oversee all aspects of their assigned projects including planning, budgeting, and logistics. They spend their time on the job site ensuring that work is completed efficiently, without errors or negatively impacting the schedule. Very often, when deadlines approach, the stress level rises significantly. This is where the role of project managers comes in, whose skills correlate with managing the stress level so that the job is completed within the set deadline.
What are the key skills and qualifications sought in process and project managers?
Konstantina: In project management, there are several functions that are of great importance for successful completion. We're talking about project scope, lead time, project communications, project cost, risk management, interaction with other teams and delivery management, human resources, quality and the bottom line. Some bitter experience from the practice of many project managers shows that often the cause of failure is poor communication. On the basis of these responsibilities, employers are now also placing great emphasis on soft skills to enable managers to be increasingly responsive, prompt and effective in the above tasks.
Time management skills, leadership approach, combativeness, assertiveness, excellent communication with multiple departments, pragmatism, team building skills, problem-solving skills, and stress resilience are among the soft skills that are highly valued. Planning project schedules, participating in documentation, and ensuring commissioning and testing procedures are among the hard skills that are essential and needed for this type of position.
Financial and human resources are clearly critical to project delivery and are regularly reviewed throughout the project. We could also come across one valuable skill for some manufacturing companies - the management of the FAT (Factory Acceptance Test) procedure.
The jump from expert to managerial position is often seen as a milestone in a person's professional development. What does this transition require in the context of the engineering and manufacturing sector, where successful project and process management plays a key role?
Konstantina: To make the leap from an expert role to a leadership role in the engineering and manufacturing sector, a candidate needs to have a good track record that is grounded in several things:
My advice for prospective project managers is to continue to invest in themselves - for example, explore the various PMI training opportunities that are also available online. Over 1 million people worldwide have become certified in one or more PMI certifications.
And even more important is personal attitude - transform any difficulty into a challenge, knowing that it makes you more flexible and effective! Show also the necessary level of initiative to unleash your potential to transition to the next level in your career path.
