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Understand and have the ability to perform well all the activities and processes of one of the following Project Management Framework which would be applicable for your project:
_ Kanban: https://kissflow.com/project/agile/kanban-methodology/
_ Scrum: https://www.scrum.org/resources/what-is-scrum
_ AgileIT
_ SAFe: https://www.scaledagileframework.com/

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SAFe 6 is an update to the SAFe Framework to help organizations become Lean Enterprise and achieve Business Agility. Learn more and see FAQs about 6.

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Challenges leaders to evaluate their proficiencies in four critical areas:
(1) Self-Awareness: the ability to recognize and understand emotions, triggers, strength, challenges and personal motivators.
(2) Self-Management: the ability to control feelings and behaviors, adapt to changing circumstances, practice resilience and tenacity, and implement strategies for personal growth.
(3) Social Awareness: the ability to empathize with the experiences of others, understand the dynamics of power and influence within a group or organization, and positively impact the needs of others.
(4) Relationship Management: the ability to inspire and influence, build teams and team consensus, communicate and execute the vision, develop positive relationships and create trust and credibility.

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Ensure that a project is making progress and on track to deliver within the allocated budget.

What should be tracked and monitored?
- overall status (overall trend, productivity metrics)
- budget
- milestone
- Achievements current period / Planned next period
- Key risks, issues, dependencies

How to track project progress effectively
1. Make it a team effort
2. Utilize reporting tools to monitor project progress
3. Establish good goals
4. Make the project visible
5. Check-in with your team regularly

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Soft skills
Communication (https://www.indeed.com/career-advice/resumes-cover-letters/communication-skills) NQN >> Done
Negotiation (tips ?) KLK
Leadership (tips ?) PHG
Problem solving BLB

Tech skills
Time mgt (tips ?) CTN
Relationship mgt (all stakeholders) LTT
Risk mgt
Cost mgt
Quality mgt
Scope mgt
Team mgt LTT
Conflict resolution KLK
Planning
Tracking & Monitoring TAQ
Project mgt fw (AgileIT, Scrum, Kanban, SAFe) PHG

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Communication skills allow you to give and receive information.
1. Communication method (benefits and disadvantages: emails, phone calls, in-person meetings or instant messages)
2. Clarity
3. Responsiveness (when receive emails, questions, requests)
4. Respect
5. Sharing feedback (providing and accepting feedback)
6. Friendliness
7. Active listening
8. Confidence
9. Empathy
10. Nonverbal cues (body language, facial expressions, eye contact) & volume
(Reference:  10 Communication Skills for Career Success | Indeed.com)

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1. Set achievable goals and prioritize your tasks

Set clear achievable goals for your task. Prioritize your task by putting them into one of 4 groups DO -  Defer  -   Delegate  -  Delete.

2. Create a daily plan or to-do list

Writing down the things, you need to do during the day with priority.

3. Properly schedule your activities

Make sure to book time for yourself to do things you need to get done. Allow some time for unexpected events and interruptions.

4. Complete your most important and demanding tasks first thing in the morning.

Plan important tasks in the  most productive time (e.g morning). Plan variety of tasks makes you excited and feel energetic throughout the day

5. Add a "done list" to your to-do list.

Set the todo task to done when you complete to increase your confidence and help you create the next better plan.

5. Do NOT overcommit & Don't answer right away

Don't automatically answer email or messages the very second they arrive. Close email or messaging apps to avoid interruptions when working on high-focus tasks

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Task delegation

Team motivation

Team development

Communication

With people inside your team (meetings, brainstorming, active listening)

With people outside your team (your boss, stakeholders, assertiveness, win-win negotiation)

Manage discipline

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https://crestcom.com/ca/blog/2017/08/15/leaders-seven-step-framework-problem-solving/
1. Identify the problem
2. Analyze the problem
3. Describe the problem
4. Look for root causes
5. Develop alternate solutions
6. Implement a decision
7. Measure the results

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"At the end of the day, what makes a leader and a manager successful is the capacity to solve problems. Problem solving is that magical glue that comes into a leadership world and makes us transformational leaders." - Dr. Nido Qubein

As we can see from the quote above, problem solving is foundational to leadership. Yet, no leadership manual exists that guides us neatly through the steps of problem solving. Even moreso, as problems become more and more complex, problem solving tends to be relegated to our intuitive powers rather than through a logical thinking process. No more. Below is a solid seven-step framework that will guide leaders nicely along as they solve tough business problems.

1. Identify the problem: Benchmark the problem against the ideal. Therefore, first define how things should function in an ideal setting. During this process, be sure and clarify how much deviation from the ideal is permissible. With this gold standard in place, gauge how far the problem lies from the ideal.

2. Analyze the problem: Prioritize whether the problem has just popped up, and thus requires no immediate resolution; whether it's been in existence for some time and must be dealt with in the near future; or, whether the problem is in a crisis stage that must be dealt with immediately.

3. Describe the problem: Describe the problem in a clear, concise fashion - usually 12 words or less. Be sure others agree with the description of the problem. After all, it's important to ensure that the problem being solved is the problem you actually have.

4. Look for root causes: Dig deep to get at the root of the issue. Ask questions like what caused this problem? Who is responsible for this problem? When did this problem first emerge? Why did this happen? Where does it hurt us most? How do we resolve this problem?

5. Develop alternate solutions: Almost any problem has more than one solution. As you search for additional solutions, look to other organizations who have experienced the same issue. Consider your own similar past experiences, etc. Rank these potential solutions in order quality.

6. Implement a decision: Implement the best decision by looking to the ranked alternatives as well as evaluating the risk. A straightforward risk evaluation involves asking yourself these three questions for each potential solution: (1) What is the best thing that can happen, (2) What is the worst that can happen, and (3) What is the most likely outcome? Choose the decision whose worst-case-scenario is manageable.

7. Measure the results: Be prepared to pivot to an alternative solution if the original solution does not succeed.

So remember the next time a problem arises, that a solid framework exists that can help steer you into an excellent resolution.

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A Leader's Seven Step Framework for Problem Solving - Crestcom Canada

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A Leader's Seven Step Framework for Problem Solving "At the end of the day, what makes a leader and a manager successful is the capacity to solve problems. Problem solving is that magical glue that comes into a leadership world and makes us transformational leaders."

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Quality / Impact of relationship
- Onshore relationship
- Customer relationship

From PT competency grid:
What calibre of relationships are you forming with individuals at the client?
4. Develops strong, trust-based relationships with client going beyond pure project context. Is seen by clients as an individual who has enhanced client's skills significantly. Clients request this person.
3. Builds solid, trust-based working relationships with clients; reaches out to help them; gains their respect and is asked for opinions. Clients acknowledge this person's contribution to their skills.
2. Works well with clients and earns their respect for contributions to the end product; develops clients' skills and communicates effectively with them.
1. Has difficulty getting along with clients - not seen as approachable or supportive, nor as adding value to the effort. Fails to ensure clients acquire the skills needed for their work.

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Active listening (understand the origin of the complaint and what to do about it)

Bias for action (seek out the next steps, resolve the conflict before too much time has passed).

Perspective taking (understand someone else's point)

Facilitation (arrange the environment to make resolution easier, ex. time, space, etc.).

Mediation (involve third party if required)

Problem solving (determine source of a problem and find an effective solution).

Responsibility (hold people to perform their actions)

Source: https://www.indeed.com/career-advice/resumes-cover-letters/conflict-resolution-skills

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Conflict is a disagreement or argument that can arise in various circumstances and settings, including in the workplace. Conflicts are a normal part of healthy relationships and work environments, so it's important to understand how to navigate and resolve them. To successfully resolve conflicts, you'll often need to read both verbal and nonverbal communication cues, remain calm and control your own emotions, and work to understand the position of the conflicting parties.

In this article, we offer conflict resolution skills, steps to resolve conflict and examples of conflicts that can arise in the workplace.

Conflicts in the workplace can arise when two or more parties have different objectives, opinions or styles. Conflict resolution is the art of addressing those differences and finding common ground that enables everyone to work together peacefully. Sometimes, the person who resolves a conflict may be a neutral party or mediator while at other times, they may be someone involved in the conflict who takes an outside perspective to find a solution.

The ability to resolve conflicts is often seen as a leadership trait. People who can identify conflicts, acknowledge different opinions and build a consensus are valuable to many organizations. They make it more likely for personal differences to be set aside so work can continue.
Read more: 5 Effective Conflict Resolution Strategies
In the workplace, you may experience conflict with a coworker, manager, vendor or client or customer. Here are several examples of common workplace conflicts:

Conflicts between coworkers may arise because of different work styles and personal habits. They can also arise from personal prejudices and cultural differences.

Here are a few examples of conflicts between coworkers:
Sarah regularly cleans out the shared refrigerator in the break room. One day, she unknowingly throws out Martin's leftovers. The next day, Martin discovers his food is missing and erupts at Sarah. She responds by saying he should have clearly marked his food. They both leave this exchange feeling angry: Sarah feels under-appreciated for the work she does to clean the office while Martin feels that no one respects his personal belongings. Connor and Eli are assigned to a new project. Connor already has an overwhelming workload while Eli has more availability. Assuming that Eli will take the lead, Connor doesn't attend a few meetings and neglects several tasks assigned to him. Meanwhile, Eli doesn't have insight into Connor's existing workload and interprets his lack of initiative as laziness. Eli begins loudly complaining about Connor in shared workspaces. Connor overhears these complaints, which exacerbates his existing work stress. Related: Four Common Types of Team Conflict and How to Resolve Them
There is an inherent power imbalance between managers and their direct reports, which can make conflicts between them difficult to navigate. However, with patience and understanding, both supervisors and supervisees have the ability to resolve these disagreements.

Here are two examples of conflicts with leadership:
Nadia is a sales manager who often steps in to help her team members when there are challenging moments. While some people appreciate this, others have complained that she is overly involved and micromanaging. A few people on her team go to HR with their complaints about her management style. Derek is an outspoken leader who responds well to people who are similarly vocal and extroverted in group settings. However, a member of his team, Sam, is shyer and prefers to express themselves in one-on-one settings or writing. After several of their ideas are overlooked in strategy sessions, Sam tells Derek that they feel demoralized and is considering other job opportunities.
Disagreements between vendors and their clients or customers can often arise because of unclear communication or expectations.

Here are two examples:
During the holiday season, Diana places an order online for a gift for her daughter. She receives an email after the order is placed informing her that the item is out of stock. She calls customer service, upset that she will not receive the gift before the holiday Carly's company is redesigning its website. She is working with a design agency to create a new website. It was her understanding that the project fee includes sourcing images for the site, but the agency believed that her team would do that portion of the project. Carly is highly frustrated and says she will have to reduce the payment amount as a result.
Related: Customer Service Skills: Definition and Examples

It's important to note that some conflicts can arise because of prejudice, discrimination, bullying and harassment. These types of conflict can cause lasting personal harm. While using conflict resolution skills can help navigate these situations, it's important that this type of behavior is documented and dealt with at a higher level. If you are experiencing or witnessing this kind of conflict in the workplace consider talking to your human resources department.

Before we discuss the steps you can take to resolve conflict, let's cover the skills that can help you navigate it successfully. With each skill, there is an example of how to apply it in different scenarios.

Active listening is a crucial part of conflict resolution. An employee might be approached by someone about a way in which their behavior is disruptive, and by actively listening, they can understand the origin of the complaint and what to do about it.

Having a bias for action means assertively seeking out the next steps rather than waiting for someone else to do something. In conflict resolution, this could manifest as a coworker noticing they may have upset someone else and actively seeking to address that with them as soon as possible. A manager could also realize there is a conflict taking place and step in to resolve the conflict before too much time has passed.

Perspective-taking is the ability to understand someone else's point of view. You can ask yourself: " What are their thoughts, triggers and observations?" For example, a client may call customer service because they are confused about how to use the company's product. Even though the customer service agent who receives the call may understand clearly how to use the product, they can benefit from understanding the client's confusion. In fact, these conversations can help reveal potential improvements to product design or training.

When there is conflict, you can arrange the environment around you to make resolution easier. For example, a manager who oversees two different groups might bring those groups together in a comfortable conference room to address points of disagreement on a joint project. Providing time and space for discussion can facilitate a speedy end to the conflict.

Mediation is when a neutral third party is involved in the resolution of a conflict. A mediator can be a trained professional, someone from an outside group (such as HR), or a person outside the conflict who can provide an objective perspective. In addition to all the other skills listed here, a successful mediator has the ability to summarize what they are hearing and observing to demonstrate progress and agreement.

Problem-solving skills help you determine the source of a problem and find an effective solution. During conflict resolution, a manager might use their problem-solving skills to identify areas of compromise between two team members who disagree.

The ability to hold people responsible for their actions is important in conflict resolution. For example, when an agreement is reached, an HR representative may need to check in a few days later to make sure everyone is still on the same page.

The ability to resolve conflict is helpful to any organization. The steps listed below can help you resolve most conflicts that arise in the workplace:

Before approaching conflict resolution, it can be helpful to take several deep breaths. Sitting, rather than standing, and pulling your shoulders back can also calm you. Feet can both be placed on the floor, rather than crossed. Keep arms open and to your sides, rather than crossed or in motion.

Both conflict and conflict resolution can be distracting to others. Find a place where you can work on the problem in private. Participants in the conflict resolution should be given equal seating arrangements. Consider having water available during the conversation.

For the best chance at having a productive conversation, it's helpful for all parties to agree there is a problem in the first place. Begin the conflict resolution by calmly sharing your take on what the conflict is and asking for the other individual or parties to share their experience. It's important to use "I" statements, such as, "I feel like my ideas are not valued" instead of "You never listen to my ideas." Avoid blaming the conflict on an individual and instead create a safe place for everyone to voice their opinion.

Once the problem has been acknowledged, everyone needs to agree that a resolution should be reached. If you are mediating a situation and one party does not readily agree to find a resolution, you may want to take them aside separately to understand why and how you can convince them to participate.

In most workplace conflicts, people are not trying to cause problems. Rather, most conflict commonly arises because of misunderstandings. Taking the time to listen to and understand the experience of your colleagues can make it easier to resolve a disagreement. (There are cases when people are actively trying to cause conflict. In these cases, HR may need to be involved sooner.)

People may be under numerous unknown stressors which led to conflict. Factors such as deadlines, tiredness, family, health, hunger, burnout and others can all lead to heightened emotions that ignite conflict. Learning the triggers and stressors of the other involved parties can help you navigate or avoid a potential conflict in the future.

For most conflicts to be resolved, one or more parties must agree to a compromise. Being able to set aside pride or stubbornness at this stage of the resolution is essential. The resolution will feel best to everyone involved if all parties are able to compromise in some way. As you arrive closer to a resolution, look for areas where compromise is possible.

Ideally, at this point, each person should know how they contributed to the situation and be processing what they can do to make it better. Before ending the conversation, aim to create a plan for resolution that involves steps for each person involved. The resolution plan might include apologies and changes in behavior to prevent the same conflict from arising again. For example, if an employee feels like their ideas are not being valued by their manager, the plan for resolution may include the manager setting aside time in 1:1's to listen to ideas the employee has written down throughout the week.

Follow-through is important in conflict resolution. The conversation may have gone well, but it will lose meaning if the plan for resolution isn't being followed. Set expectations by scheduling a check-in point within a few days or weeks to revisit how everyone is feeling and ensure that everyone is following the agreed-upon plan.

Hopefully following the above steps allows for the conflict to be resolved. However, there may be situations where one or more parties fail to cooperate, or the conflict escalates. In this situation, it's best to involve HR or higher-level leadership.

If you are applying or interviewing for a job that requires conflict resolution skills, prepare examples of how you've managed conflict in the past. Be sure to include these examples on your resume in your skills or work experience sections. Practice discussing conflict resolution out loud so you're ready to answer interview questions on the topic.
Read more: Interview Question: "How Do You Handle Conflict in the Workplace?

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Conflict Resolution Skills: Definition and Examples

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Conflict is a disagreement or argument that can arise in various circumstances and settings, including in the workplace. Conflicts are a normal part of healthy relationships and work environments, so it's important to understand how to navigate and resolve them.

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Communication (clear communication, use communication styles to meet the listener's needs, avoid miss understanding, reach a compromise).

Active listening (understand another opinions, engage, recall specific details).

Emotional intelligence (control own emotions and recognize other's feelings, calm and focus on the core issues, relaunch and/or involve other third party with refreshed perspectives).

Expectation management (clear goal, maintain a balance between a firm negotiator and a collaborative one).

Patience (to properly assess a situation and reach the best conclusion).

Adaptability (to adapt quickly and determine a new plan).

Persuasion (define why the proposed solution is beneficial to all parties and encourage others to support the point of view, be assertive when necessary).

Planning (prepare, plan and think ahead: what's best possible outcome, what's the least acceptable offer, what will do if an agreement is not reached, and even how the term will be carried out).

Integrity (thoughtful, respectful and honest).

Rapport building (establish the relationships with others where both sides feel supported and understood)

Problem solving (to find unique solutions in compromise)

Decision making

Source: https://www.indeed.com/career-advice/career-development/negotiation-skills