How to evaluate the performance of project managers in a construction company /business?
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The referenced form below is for project team members rather than the project manager, but it might get you started.\n\nIn general you have to be very careful about evaluating a project manager's performance.  If a project is successfull, is that because the PM did a great job, or because the project team really worked hard in spite of the PM.  Did the project that ran smoothly not have any problems - it was an easy project - or was the project manager able to do a good job, plan ahead and avoid many issues
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Show up prepared to remind others about your accomplishments.  If possible be ready to measure them with hard numbers (percentage efficiency improved, revenue earned, expenses cut, etc.)\n\nBe honest.  Try to be objective about your strengths as well as areas needing growth.  \n\nBe mature in your responses to criticism, don't overreact.  If you disagree with an assessment, say so but don't get emotional about it.\n\nAbove all, walk in with the attitude that you are a valuable asset to the Company.
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check out http://compensation.blr.com/compensation/employee_performance_evaluation_samples.cfm
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Follow the basic of Management Concept (POLC)\n\nP - Planning\nThis is where you plan your roadmap, where is your company leading to? how can you improve your products or services?\n\nO - Organize\nThis is where you should execute the activities that have been planned, don't delay anything unless you have to. keep this in mind, "Strike the hammer while the iron is hot.", if theres things to be done, do it while the heat is on. dont do it when the subject gone stale.\n\nL - Lead\nBe a role model, to yourself and others. create certain boundaries in the office. be strict to your subordinates, when theres a job to be done, finish it.\n\nC - Control\nMake sure your resources are sufficient and accurate, do not have surplus or shortage of resources.\n\nI hope this answer is ok =)
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Project auditor will look for whether the project comply with the process defined. and check for the artifacts which has been committed to prepare and what had prepared and also will do check if the happenings are as per commited.\n\nhope this helps
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Its pretty much the way it sounds. Your peformance evaluation is based on how well you are preforming:)\nUsually you will sit down with your manager and set a budget or sales goal. At the end of a set term, your bonus or whatever will be determined by how well you met that target.
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Job done, from a project management point of view.
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Why don't you start your own project management consulting company, or go work for a small company doing project management consulting.\n\nThis will allow you to utilize your own PM skills, as well as get into the marketing and business side.  Depending on your marketing strategy you could even get into some advertising stuff.\n\nIf you wanted, you could also try and move into managing more business or marketing focused projects for clients - again leveraging your PM skills.
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Depends on what the project is, but generally a project manager is in charge of the job (database roll out for example).  They make sure that the timelines and deliverables are met.  They schedule and chair meetings.  They plan and possibly do the budgets.
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The project manager has the responsibility for overseeing and "balancing" all the project constraints - time, cost, quality, scope, and risk.  He may also be the de-facto QA manager if the project doesn't have a separate QA person.\n\nThe QA manager's focus is quality - ensuring that proper procedures are being followed, and if they are also responsible for Quality Control, that the final product is also functioning as expected, and that it meets the requirements.
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The first step before training them is to make sure you have a well defined list of what you want to achieve as a result of the appraisal process.  Do you want them to rank the employees they manage, rate each one independently according to performance metrics you specify, or help their employees set goals for the next evaluation period?  The more well-defined you make the appraisal process task, the easier it will be to train the managers to conduct the performance appraisals.\n\nIf your managers have been keeping written records of past performance appraisals, you could take a representative sample of records, remove the identities, and show them as examples to the managers.  Highlight examples of "do's" and "don't's" in these past appraisals.  Another tip is to schedule your performance appraisal of each manager before they are doing performance appraisals, and you can use that process itself as an example.\n\nOther than that, you could try role-playing by having the managers conduct appraisals on one another.\n\nOne thing that might make appraisals go smoother is to start with an appraisal worksheet that each employee fills out (rating his/her own strengths, weaknesses, accomplishments over the previous eval period, and goals for the next period).  Then the manager can discuss each point with the employee and discuss areas where there is agreement/disagreement between the employee self-appraisal and the manager's appraisal.\n\nHope this helps!
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I tried "management planning" --\n\nhttp://www.managementhelp.org/mgmt_dev/mgmt_dev.htm\nhttp://www.projectkickstart.com/html/tips.htm\n\nIf you want something more specific, you might try "time management" "project planning" etc.
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Ask what the future direction(goals) are of the company and then what strategies they have implemented to achieve their goals.\nAsk about individual products, success and failure or fixable flaws.\nAsk about the supply procedures they have in place and maximum amount of product they can output.
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Take some project management theory training.  Depending on your situation you can check out local colleges, training organizations such as IIL or ESI, and online courses.\n\nOnce you have some concepts, you'll probably want to try and take on an assistant project manager role - whether formally or informally.  Or perhaps oversee a component of a larger project/program and then move into the project manager role when opportunities present themselves.\n\nAs you get more experience you might also want to look at getting a PM certification.
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Ability to manage projects. It could be software projects, construction projects, social projects, etc..\n\nA Project Manager typically plans a schedule of executing different works, allots work to team mates, supervises, monitors and basically does whatever is possible to make sure the project is completed on Time and within Budget.
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There are many different methods and programs that are used for managing project quality, Six Sigma is one that comes to mind, my company changes methods about every 18 months.\n\nstart here  http://en.wikipedia.org/wiki/Project_management\n\ngoole showed 367 million hits on the question
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Works closely with a Project Manager to facilitate different activities of the project, such as: \n1. Preparing for meetings, agenda, and collection of minutes of meeting \n2. Following up with client and team members for information gathering and feedback.\n3. Coordinating different activities of the project (such as workshops, travel arrangements, site surveys...) \n4. Helps the PM with Quality Management, Risk Management, and Procurement tasks as needed. \n\nHope this helps. \nPMP.