在我国高质量发展的经济背景下，企业间的竞争溯其本质是人才的竞争。工程咨询项目经理作为工程咨询企业的核心人才，在推动企业实现高质量发展方面发挥着至关重要的作用。Z公司是一家国有控股的工程咨询企业，目前正处于稳步发展阶段。公司在即将迎来自身高质量发展的关键时期，在核心人才的管理上暴露了一系列问题。本文通过对公司的基本情况和发展现状以及工程咨询项目经理的人才管理现状进行深入分析，进一步明确人才管理问题并提出解决方案：构建Z公司工程咨询项目经理胜任力模型。

       本文以胜任力、胜任力模型和项目经理胜任力模型等研究成果为基础，结合Z公司工程咨询项目经理管理现状建立绩效标准并选择效标样本。通过行为事件访谈法和问卷调查法收集研究数据并进行数据分析，运用层次分析法进行权重分配，构建了Z公司工程咨询项目经理胜任力模型。然后对第二个效标样本再次运用行为事件访谈法验证模型的交叉效度。

       研究表明模型包含5个类别和18个胜任力，分别是：问题解决（包括团队协作能力、沟通协调能力、关系建立能力、信息获取能力、谈判能力和自我反思）；自我认知（包括责任心、组织承诺和正确价值观）；战略决策（包括决断能力、大局观和系统思维）；项目执行（包括计划能力、组织能力和监控能力）；敏捷管理（包括适应性、结果导向和客户服务导向）。本文建议将构建的胜任力模型应用于Z公司工程咨询项目经理的招聘甄选、人才培养和绩效管理中，以科学地改善公司工程咨询项目经理人才管理现状，并为公司未来的高质量发展提供有力支撑。

Under the economic background of high-quality development in China, the competition among enterprises is ultimately the competition of talents. As the core talents of engineering consulting enterprises, engineering consulting project managers play a vital role in promoting the high-quality development of enterprises.Z Company is a state-controlled engineering consulting enterprise, which is currently in the stage of steady development.However, in the critical period of its own high-quality development, the company has exposed a series of problems in the management of core talents.Based on the in-depth analysis of the company's basic situation, development status and the talent management status of the engineering consulting project manager, this paper further defines the talent management problem, and puts forward the solution: build the Z company's engineering consulting project manager competency model.

Based on the research results of competency, competency model and project manager competency model, this paper establishes the performance standard and selects the sample of performance standard in combination with the current management situation of Z company's engineering consulting project manager. The research data were collected and analyzed by Behavioral Event Interview and Questionnaire Survey, and the weight distribution was carried out by using Analytic Hierarchy Process, and the competency model of Z company engineering consulting project manager was constructed. Then the concurrent cross-validation of the model was verified by behavioral event interview on the second sample.

Research shows that the model includes 5 categories and 18 competencies, which are: problem solving (including teamwork ability, communication and coordination ability, relationship building ability, information acquisition ability, negotiation ability and self reflection);Self-perception (including responsibility, organizational commitment and correct values); Strategic decision-making (including decision-making ability, overall view and systematic thinking);Project execution (including planning ability, organizational ability and monitoring ability);Agile management (including adaptability, result orientation and customer service orientation).This paper suggests that the competency model should be applied to the recruitment and selection, talent training and performance management of engineering consulting project managers of Z Company, so as to scientifically improve the current situation of talent management of Z Company, and provide strong support for the company's high-quality development in the future.