---
esco_uri: http://data.europa.eu/esco/skill/cd5efa8c-e44d-4cbc-91c6-796018dbed68
esco_label: "perform project management"
relation: essential
onet_soc: 13-1082.00
source: stackexchange
confidence: high
qa_count: 5
generator: gemma3:27b (prompt-designed and spot-checked by Claude)
generated: 2026-07-10
---

# perform project management — Project Manager

As a Project Manager, 'performing project management' isn’t about *knowing* PMBOK inside and out; it’s about consistently delivering results within constraints. Daily work revolves around translating high-level goals into actionable plans – breaking down deliverables, estimating effort (often with your team!), building schedules in tools like MS Project or Jira, and managing the budget. A big part is resource allocation: ensuring the right people are working on the right things at the right time, which often means navigating competing priorities *and* proactively asking for what you need – that template someone promised? You're following up. It’s less about rigid adherence to process and more about adapting it; a stakeholder bypassing procedure isn't just an annoyance, it's a risk needing escalation or re-direction back to the defined workflow.

## Praxiswissen (Stack Exchange, CC-BY-SA 4.0)

**The questioner observes that interviewers frequently expect software developers to have personal projects, despite the developer preferring to pursue other hobbies in their free time and wonders why this is becoming standard practice.**

Interviewers often use personal projects as a proxy for assessing passion, initiative, and problem-solving skills beyond what's demonstrated at work. While some employers may seek dedication bordering on overwork, ideally they’re looking for evidence of genuine enthusiasm and a well-rounded skillset. It's important to recognize that a healthy work-life balance is valuable, and candidates should be wary of companies prioritizing output above employee wellbeing.

*Source: [Why is it 'expected' that software developers work on their own projects in thei](https://workplace.stackexchange.com/q/123508) — answer by RibaldEddie, CC-BY-SA 4.0*

**The asker is stuck in a frustrating cycle of ad-hoc report revisions with a coworker who refuses to create or adhere to a design template, constantly requesting small changes and relying on the asker for visual approval instead of utilizing the graphics department.**

This situation highlights the importance of establishing clear process boundaries and holding stakeholders accountable. The advice centers around proactively demanding necessary resources (the template) before proceeding with work, redirecting requests back to a formal process, and escalating the lack of adherence to established procedures to management. It's about protecting your time by refusing to operate outside defined workflows.

*Source: [How do I deal with a coworker that keeps changing the look of a report I'm build](https://workplace.stackexchange.com/q/135506) — answer by Myles, CC-BY-SA 4.0*

**The programmer is stuck maintaining a poorly written, long-standing project causing significant dissatisfaction and burnout, and they're unsure how to request reassignment or address the issue with their manager.**

Accepting maintenance as a common part of IT work is crucial, but proactively seeking ways to improve existing code can be beneficial for both job satisfaction and project health. Instead of solely requesting a transfer, propose incremental improvements through refactoring and testing – framing it as a way to reduce future bugs and increase understanding. If improvement efforts are blocked and the situation remains untenable, exploring roles with more focus on new development (like consulting) may be necessary.

*Source: [How do I explain that I don't want to maintain old projects?](https://workplace.stackexchange.com/q/139764) — answer by Stig Tore, CC-BY-SA 4.0*

**The questioner publicly asked for help with code errors during a team meeting, implicitly suggesting her colleague was responsible due to his recent changes; this upset the colleague and she's unsure if she offended him.**

Professional communication prioritizes private problem-solving and direct accountability. Addressing issues in public forums can damage relationships and create defensiveness, especially when it implies blame. A genuine apology acknowledges one’s own actions rather than focusing on another person’s feelings, fostering trust and collaboration.

*Source: [My colleague got upset, did I insult him?](https://workplace.stackexchange.com/q/170356) — answer by Old_Lamplighter, CC-BY-SA 4.0*

**The user, an IT professional in India, is simultaneously assigned two urgent projects with overlapping demands from clients, and feels overwhelmed by constant interruptions without receiving extra compensation.**

Being assigned to multiple projects is common in the IT industry, but successfully navigating this requires strong personal organization. Prioritize separating your work for each project to minimize context switching and maintain focus. Unless explicitly stated in a contract, working the same total hours on multiple projects is generally considered standard practice.

*Source: [Is the concept of multiple projects normal in the IT industry?](https://workplace.stackexchange.com/q/174789) — answer by Kilisi, CC-BY-SA 4.0*

## Weitere Anreicherung

Stage-2 source for future practitioner grounding: CORE / DOAB (open-access HR & organisational research).
