Journal articles on the topic 'Project managers'
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Zulkiffli, Noorul Adharina, and Aryani Ahmad Latiffi. "Review on Project Manager’s Leadership Skills in the Pre-Construction Phase of Sustainable Construction Projects." MATEC Web of Conferences 266 (2019): 01011. http://dx.doi.org/10.1051/matecconf/201926601011.
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Project managers have played a vital role in sustainable construction projects by integrating the concept of sustainability into their practices. The role of project manager is important in all phases of sustainable construction projects but especially in the pre-construction phase when the greatest challenges that require their involvement occur. This requires project managers to have effective leadership skills to think a project through and remain focused on the end goal. Thus, the aim of this paper is to identify the project manager’s leadership skills in the pre-construction phase of sustainable construction projects. A key significant contribution of this paper is the literature review of journals and books on project manager’s leadership skills when engaged in sustainable construction projects. The overall intent is to highlight and identify the leadership skills of project managers in the pre-construction phase of sustainable construction projects so that the values and benefits of these skills can be adapted in current practices to successfully deliver such projects.
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Thoumy, Mira, and Joelle Moubarak. "Project Manager Assignment and Its Impact on Multiple Project Management Effectiveness." International Journal of Information Technology Project Management 8, no. 4 (October 2017): 46–65. http://dx.doi.org/10.4018/ijitpm.2017100104.
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This article aims at identifying the predictive effect of Project Manager's assignment on multiple project management effectiveness in the case of information technology projects in the Lebanese banks. The multiple project management effectiveness was measured on 3 different levels: organizational, projects success and project manager. A survey-based analysis was conducted on a random sample of 43 project managers working in 19 different Lebanese commercial banks. The results showed that most of the project manager's assignment factors influence positively the multiple project effectiveness with some exceptions.
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Dvir, Dov, Arik Sadeh, and Ayala Malach-Pines. "Projects and Project Managers: The Relationship between Project Managers' Personality, Project Types, and Project Success." Project Management Journal 37, no. 5 (December 2006): 36–48. http://dx.doi.org/10.1177/875697280603700505.
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do Vale, João Walter Saunders Pacheco, Breno Nunes, and Marly Monteiro de Carvalho. "Project Managers’ Competences." Project Management Journal 49, no. 3 (June 2018): 82–97. http://dx.doi.org/10.1177/8756972818770884.
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This article investigates the individual competences of project managers through a methodological approach that combines a systematic literature review and an analysis of employment opportunities. A comparative analysis of project manager’s competences from the literature and the job advertisements was done. The systematic literature review was the first stage of the research and consisted of adopting methods of bibliometrics and content analysis. The second stage included an analysis of project managers’ competences in the selection process. Thus, five Brazilian recruitment websites and the selection of employees were investigated. Through literature review, it was possible to classify and code competences in four categories (contextual, managerial, technical, and behavioral). The analysis of job advertisements allowed us to identify core competence requirements in the job descriptions and to develop a project manager profile expected by Brazilian organizations.
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Nasser, Fahd Mahmood Mohammed, Nahg Abdulmajid Alawi, Abaidullah Mustaffa, Asniza Yusuf, Abd Al-Aziz Al-Refaei, and Mahmood Fahd Mahmood Mohammed. "Matching of the Project Manager’s Approach and the Project Delivery System to Achieve Project Success in Yemeni Projects." European Journal of Business and Management Research 9, no. 3 (June 10, 2024): 101–9. http://dx.doi.org/10.24018/ejbmr.2024.9.3.2334.
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The goal of this study is to seek answers to whether project managers’ approach is influenced by the project delivery system for achieving project success in Yemeni projects. A quantitative approach was adopted in this paper, and 375 project managers from two governorates of Yemen served as respondents. The idea is to assess the connection between the project managers’ approach (PMA) and the project delivery system (PDS). The results revealed that the project manager’s approach (participative and directive) and alignment with the project delivery systems (traditional or design and build) were directly linked with project success or failure. Moreover, the results revealed that the project managers adopting a participative approach have constructive effects, while the project managers adopting a directive approach harm project success. It is a chance for inexperienced project managers to receive advice on how to implement their management strategy and learn that, for Yemeni projects (YPs), every project delivery system requires a suitable approach to leadership.
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Myneni, Kranti Kumar, and Amrutha A. "IMPACT OF EMOTIONAL INTELLIGENCE ON PROJECT MANAGER’S COMPETENCY." International Journal of Engineering Science Technologies 7, no. 3 (May 16, 2023): 23–41. http://dx.doi.org/10.29121/ijoest.v7.i3.2023.501.
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There is increased awareness about the factors that affect project success since project stakeholders are constantly working towards a successful project. Although there are many aspects that affect a project's success, project managers are essential. The purpose of this study is to investigate how emotional intelligence (EI) affects project managers' ability to manage projects effectively. Research has been done in fields of relation between emotional intelligence and project success, but influence of emotional intelligence on project manager’s competency in the field is unknown. In this study linear regression is applied to determine the inter relation between emotional intelligence and competency of a project manager. The practical application of linear regression was demonstrated and conclusions were drawn from the findings of the study. The inter-relations between emotional intelligence and competency of project managers are determined along with the degree of dependency. It is important to understand the dependency of competency on soft skills to enhance a project manager’s performance and thus the project’s success.
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Montenegro, Alessandra, Marina Dobrota, Marija Todorovic, Teodora Slavinski, and Vladimir Obradovic. "Impact of Construction Project Managers’ Emotional Intelligence on Project Success." Sustainability 13, no. 19 (September 28, 2021): 10804. http://dx.doi.org/10.3390/su131910804.
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Numerous authors are persistent in investigating the competency profile of the ideal construction project manager in order to decrease the failure rate of construction projects. There is evidence for the change in construction project management, from traditional practices to practices more focused on people and working relationships. The literature demonstrates a positive correlation between project manager’s Emotional intelligence and project success but less is written about the mechanisms that interfere with that relationship. Furthermore, project manager’s relationships with stakeholders are recognized as an important determinant of project success in the construction industry. Considering the above facts, this study was motivated to examine how the construction project manager’s emotional intelligence influences project success, and whether the relations with internal and external stakeholders interfere as mediators in that relationship. In the conducted research, 110 project managers participated. The results demonstrate that the emotional intelligence of construction project managers significantly influences the project success and that internal and external stakeholder relationships play an important role as mediators among them. Moreover, it is found that some components of EI have more significant influence on stakeholder relationships and project success and that internal and external relationships in different amounts affect components of project success.
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Lemos Dias, Taciana, Bruno Silva Oliveira, Teresa Cristina Janes Carneiro, Ralf Luis De Moura, and Susileia Dos Santos Lima. "Project manager competencies associated with the projects' success in the public sector." Revista de Gestão e Projetos 14, no. 2 (August 1, 2023): 31–54. http://dx.doi.org/10.5585/gep.v14i2.23651.
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Although project management is widely used in the public sector, many projects still fail even when project management tools and practices are employed. Several studies show that a project's success depends partly on the project manager's competencies; however, there is little empirical research on this subject in the public sector. This study aims to analyze the significant characteristics linked with the competencies of the public sector project manager and outlines a profile of these professional competencies characteristics that can lead to the success of projects. Through empirical research conducted with 77 project managers from 32 public organizations in Brazil, this study examined the relationship between project managers' competencies and the likelihood that projects will succeed. Using factor analysis and logistic regression, we looked at factors like time, cost, quality, and scope to determine their relationship to the likelihood that projects will succeed. The findings highlight the importance of project management knowledge, communication abilities, attitudes relating to motivation, trust, and emotional intelligence, and most traits defining project managers in the public sector. The employee's length of service was the single factor that had a negative impact on the project's outcomes. This study contributes to the current knowledge of project managers' competencies in the public sector, showing the main characteristics a successful project manager needs to have and can help direct efforts in selecting a more suitable professional, contributing to the reduction of the turnover of the workforce and the consequent loss of knowledge of the organization.
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Jeffery, Peter. "Project managers and major projects." International Journal of Project Management 3, no. 4 (November 1985): 225–30. http://dx.doi.org/10.1016/0263-7863(85)90054-7.
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Ahmad Latiffi, Aryani, and Noorul Adharina Zulkiffli. "The Improvement Factors of Leadership Skills among Project Managers in Pre-Construction Phase of Sustainable Construction Projects." International Journal of Real Estate Studies 15, S1 (November 30, 2021): 27–38. http://dx.doi.org/10.11113/intrest.v15ns1.114.
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Leadership skills are required in any area, including the construction industry. Compared to conventional construction projects, the obstacles of practising leadership skills are more significant in sustainable construction projects. In the context of managing a project, a project manager is accountable for overseeing the project from the pre-construction phase to the post-construction phase. Nevertheless, project managers often encountered utmost difficulties in sustainable construction projects during the pre-construction phase. Despite that, improving leadership skills would emerge to boost project manager performance in managing sustainable construction projects. Thus, this paper aims to determine the improvement factors of leadership skills among project managers in the pre-construction phase of sustainable construction projects. A questionnaire survey was developed with 44 improvement factors of leadership skills among project managers in the pre-construction phase of sustainable construction projects, in which 153 experienced project managers in sustainable construction projects in Malaysia responded. Data were analysed using normality test, exploratory factor analysis (EFA) and reliability analysis via IBM SPSS version 24 software. The finding reveals that all improvement factors were significant to improve leadership skills among project managers in the pre-construction phase of sustainable construction projects. Hence, this paper's findings would assist project managers in grasping the improvement factors that can improve their leadership skills, particularly in sustainable construction projects.
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Ahmad Noorhani, Nur Maizura, and Arniatul Aiza Mustapha. "Interior Design Practice: Project Management Competency Framework." Built Environment Journal 18, no. 1 (March 10, 2021): 98. http://dx.doi.org/10.24191/bej.v18i1.12991.
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Currently, a role for a creative or visually appealing interior designer has also includes project management. One of the project's primary roles is for the interior design manager is to successfully deliver to the client. Additionally, project managers are measured for their capability to deal with day-to-to-day activities as well as projects. This study shares the required competencies project managers and interior designers to qualify as a project manager in the field of design. This paper examines the 27 competencies required of an interior project manager and highlights the value of competence in these three areas: functional, contextual, and behavioral. Competence as a project manager is assessed using questionnaires. The review and data collection of the results later helps support competency skills, which then diminishes the value of competency activities. From the analysis of the results, it follows that the project validity of the manager's knowledge increases project efficiency. Following the findings, new guidelines are implemented to further and more generally define the nature of the research.Keywords: interior design practice, project management competency
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Shurrab, Mohammed, Ghaleb Abbasi, and Razan Al Khazaleh. "Evaluating the effect of motivational dimensions on the construction project managers in Jordan." Engineering, Construction and Architectural Management 25, no. 3 (April 16, 2018): 412–24. http://dx.doi.org/10.1108/ecam-01-2017-0001.
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Purpose Construction organizations and companies are concerned with the motivational factors of the project managers that influence the project success. Therefore, the purpose of this paper is to use a questionnaire based on five Likert-scales to identify and investigate the importance of the motivational dimensions on the construction project managers in Jordan Design/methodology/approach Therefore, this study aims at using a questionnaire based on five Likert-scales to identify and investigate the importance of the motivational dimensions on the construction project managers in Jordan. The six motivational dimensions were interpersonal interaction, task, general working conditions, empowerment, personal development, and compensation. Hypotheses testing were also developed to study the influence of both the characteristics of the project manager and the characteristic of the project on the motivational dimensions. Findings The results showed that the construction project managers in Jordan were motivated more by compensation and personal development. Moreover, the level of education for the project manager was positively related to the motivation by task. It was also noticed that the project manager, who had higher experience, was motivated more by empowerment. The study is valuable in providing important information for the construction organizations in Jordan to actively influence the construction project managers’ motivation. Originality/value The urgent needs for increasing project managers’ motivation is the major concern for organizations and companies. Increasing the project managers’ motivation has a major influence on increasing the project success rate and productivity. Construction sector is typically country’s most important asset economically and socially. Currently, no studies were shown to investigate the construction project manager’s motivation in Jordan. This study is, therefore, aims to evaluate the factors that influence the construction project manager’s motivation in Jordan based on content and process motivational theories’ perspectives. This research also utilizes the motivational factors instrument to test its validity in Jordan construction sector.
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Luo, Kai. "The Impact of Project Managers Traits on Project Success." Advances in Economics, Management and Political Sciences 72, no. 1 (May 24, 2024): 70–74. http://dx.doi.org/10.54254/2754-1169/72/20240687.
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Project management is an indispensable aspect of business that depends heavily on the capabilities and characteristics of the project managers, with his/her personality traits playing an essential role in leading their project to its goals. This paper explores the critical role of the project manager's personality traits and cultural background in the success of project management and emphasizes its influence on team dynamics, stakeholder engagement, and overall project environments. The Big Five personality traits provide a framework for understanding these influences. The paper also delves into how the Myers-Briggs Type Indicator (MBTI) impacts project management approaches, specifically the Extraversion/Introversion and Judgment/Perception dimensions. In addition, the paper examines the impact of global and cultural differences on project manager traits and management styles, emphasizing the need for project managers to adapt to different cultural contexts in a world where understanding and leveraging cultural differences is critical to project success and the achievement of broader strategic goals. This comprehensive analysis offers insights into the multidimensional role of project managers within today's highly dynamic global project management environment.
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Podgórska, Marzena, and Magdalena Pichlak. "Analysis of project managers’ leadership competencies." International Journal of Managing Projects in Business 12, no. 4 (December 2, 2019): 869–87. http://dx.doi.org/10.1108/ijmpb-08-2018-0149.
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Purpose The purpose of this paper is to examine the relationship between the three dimensions of leadership competencies, which refer to the competency school by Dulewicz and Higgs (2003) and impact on project success as well as the moderating influence of project type. Design/methodology/approach The mixed method was used and supported by survey questionnaire and semi-structured interview questionnaire. In total, 102 project managers as well as 11 senior project managers and people supervising project managers assigned to the projects participated in the study. Correlation analysis and regression analysis were performed to understand the relationship between leadership and project success. Findings The results provided empirical support for the influence of project manager’s leadership competencies, as well as their emotional and managerial skills on project success. What is more, the analysis of the results also pointed out that, depending on the type of the project, its success is influenced by other competencies. Research limitations/implications The research results are restricted by several limitations, i.e., the research model does not include the influence of other variables on the project success as well as operationalization methods of leadership and project success are not exhaustive. These limitations create possibilities for further analyses in this area. Practical implications The paper presented guidelines for the project management community concerning the proposals in terms of present management system modifications being about basing them on competencies and their development, as well as self-improvement of project managers. Originality/value The paper refers to the relationship between the leadership of the project manager and the success of the project in different types of projects and highlights how these relationships are formed in transitional economies.
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Lundqvist, Siw, and Leif Marcusson. "ADVERTISEMENTS FOR ICT PROJECT MANAGERS SHOW DIVERSITY BETWEEN SWEDISH EMPLOYERS’ AND PROJECT MANAGEMENT ASSOCIATIONS’ VIEWS OF PM CERTIFICATIONS." Problems of Management in the 21st Century 9, no. 1 (May 20, 2014): 35–55. http://dx.doi.org/10.33225/pmc/14.09.35.
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Appointing ICT project managers is a delicate issue for management; not least since ICT projects are known to be unsuccessful in delivering the required product in time and on budget. Hence, it is even more important to find the “right” individual for the job. According to project management associations, certification in project management is a prerequisite for a project manager’s successful career. The appreciation of project management certifications among Swedish employers was studied using data collected from job advertisements for ICT project managers during four years (2010-2013). Judged on how the advertisements were worded the result indicates surprisingly low interest from the employers’ side, which conflicts with the project management associations statements about the certifications’ indispensable value for successful projects. Furthermore, it conflicts with a common understanding of certifications as essential for appointment as a project manager. The findings identify a possible gap between PM associations’ and employers’ views regarding the certifications’ value, and highlight the necessity of seriously considering whether it is worthwhile for the individuals to strive for, and for the organizations to promote certification, since it is costly in both time, effort and money. Key words: project manager, project management certifications, project management associations.
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Rauzana, Anita, Muhammad Hafidz Akbar, and Wira Dharma. "The influence of project manager competencies on the success of construction projects: A case of Indonesia." Problems and Perspectives in Management 20, no. 4 (October 18, 2022): 67–75. http://dx.doi.org/10.21511/ppm.20(4).2022.06.
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Competent project managers are expected to be able to achieve project success in terms of time, quality, and costs specified in the contract. This study aims to determine the competence of project managers that has the most significant influence on the success of a construction project. The data used were questionnaires distributed to 43 respondents employed at contractor companies located in Aceh Province, Indonesia. The samples were selected using Stovin’s formula; data were analyzed using descriptive statistical methods. The results of the study showed that of ten project managers’ competence factors, the top five rankings were obtained by knowledge factor (X1) with a mean value of 4.773, problem-solving (X8) with a mean value of 4.659, technical skills (X5) with a mean value of 4.587, general skills factor (X2) with a mean value of 4.531, and attitude and behavior factor (X3) with a mean value of 4.521. The findings show that the knowledge factor was dominant among all project manager competencies necessary to implement construction projects in Aceh Province. This shows that the knowledge possessed by a project manager significantly affects the successful implementation of such projects.
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Abdelmasseh, R. M., H. A. Bassioni, and E. F. Gaid. "Project Manager Skills affecting Construction Projects in Egypt." IOP Conference Series: Earth and Environmental Science 1056, no. 1 (August 1, 2022): 012038. http://dx.doi.org/10.1088/1755-1315/1056/1/012038.
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Abstract The research was to explore the relationships between Construction Project manager skills and the performance of projects in Egypt. Specifically, this study investigated the relationship between the project manager skills (Technical Skills, Human skills, Conceptual Skills, Political and Social Skills) and the dimensions of project performance (Project Cost and Project Time). Hard skills include technological abilities, background, industry knowledge, and project experience. That define the tangible portion of a project manager’s resume as the 21st century recognition of project management. Data has been collected from 104 expert engineers who have a good realistic background in the field of construction industry; questionnaire survey is the used method. The results of analysis propose that risk management abilities have a significant association with project cost and time performance. The Egyptian construction sector may use the findings as a guideline to choosing project managers with the ‘suitable’ skills profile or focusing training and development programs on skills crucial for successful projects.
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Rumbarar, Hermerilia, Dirarini Sudarwadi, and Yulius Heri Saptomo. "PENGARUH KUALITAS MANAJER PROYEK TERHADAP KINERJA PROYEK KONSTRUKSI DI KABUPATEN MANOKWARI SELATAN (Studi Kasus Kontraktor di Distrik Ransiki)." Cakrawala Management Business Journal 2, no. 1 (July 4, 2019): 204. http://dx.doi.org/10.30862/cm-bj.v2i1.14.
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Construction project activities certainly involve a lot of human resource. The scope of work large and complex projects requires the ability of project managers to manage them well. The quality of project managers has an important role to smooth a construction project. Dedication in this profession requires the project manager to carry out the work goes according to plan.
This study aims to determine whether the quality of project managers affect the performance of construction project in Southern Manokwari Regency (case study contactor in Ransiki District). This study uses a sample of 40 contractors flying at the Gapensi association of South Manokwari Regency. Method of data analysis is used in this research are simple regression analysis , t test and r square.
The results of this study indicate that the quality of project managers affect the performance of construction projects in South Manokwari Regency. The results of data processing on the test coefficient of determination variable quality project manager is equal to 0.217 or 21,7%, t test results show that the variable quality of project managers affect the performance this is evindenced by the results of t test show significance value smaller than 0,05 ( 0,001 < 0,05) so the results of research indicate the variable of project manager quality influence to construction project performance in South Manokwari Regency.
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Castro, Marcela, André Barcaui, Bouchaib Bahli, and Ronnie Figueiredo. "Do the Project Manager’s Soft Skills Matter? Impacts of the Project Manager’s Emotional Intelligence, Trustworthiness, and Job Satisfaction on Project Success." Administrative Sciences 12, no. 4 (October 18, 2022): 141. http://dx.doi.org/10.3390/admsci12040141.
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Recent warnings have been raised about the project success rate in organizations. Among many reasons of disappointing results, research on project management reveals a gap in examining project success. Traditionally, project success has been widely studied from the rational view but rarely from the behavioral view. Today’s businesses are facing multiple challenges and opportunities in a volatile market environment that require constant changes within organizations and leaders’ behavior. The role of project managers is no longer the same. This study attempts to update the discussion of project managers soft skills by examining two major behavioral factors: project manager’s emotional intelligence and trustworthiness and their impact on job satisfaction and project success. This research compiles a quantitative survey. Data were collected from 101 project team professionals. The results reveal that project managers’ emotional intelligence and their team members’ trust in them impact project success significantly. The findings provide organizations with a necessary complementary behavioral view of project management. Organizations can take project manager trustworthiness and emotional intelligence into account when recruiting and training project managers and throughout the project planning and execution life span.
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Rezania, Davar, Ron Baker, and Andrew Nixon. "Exploring project managers’ accountability." International Journal of Managing Projects in Business 12, no. 4 (December 2, 2019): 919–37. http://dx.doi.org/10.1108/ijmpb-03-2018-0037.
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Purpose Despite the importance of accountability for the oversight of projects, few studies have directly examined accountability mechanisms at the project level. While the literature already provides descriptions of governance and mechanisms of accountability, the purpose of this paper is to examine how project managers view their accountability relationships within their organizational context. Design/methodology/approach The study is guided by critical realism as a philosophy of science. The authors interviewed 15 project managers from 12 organizations and analyzed the transcripts in the light of existing project management accountability literature. Findings The authors observe the practice of socializing accountability through face-to-face negotiation and symmetries of power due to interdependencies happen to some extent in management of projects. This suggests ambidexterity in accountability in project-based organizations. Therefore, the current models of project accountability and governance that are solely based on the agency theory are not sufficient to explain the accountability relationships in such organizations. Practical implications Accountability arrangements happen within a system for steering projects. Managers should be aware of how project managers view their accountability and how socializing practices of accountability can help the project’s management and the organization’s management interact in order to transform organizational systems by regulating issues of project concern and defining the process and direction of how project deliverables are produced, introduced, absorbed and used within the organization. Originality/value “Theory driven” interviews and analysis are used to confirm or refine conceptualization of accountability in management of projects. Most models of project governance are based on the agency theory or governability theory. The authors have demonstrated that socializing practices of accountability should be included in investigating project governance. The authors observe that project managers are often concerned with the interdependence with their principals and the socializing processes of accountability that arise from this interdependence.
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Varajão, João “Eduardo”, Hélio Silva, and Mirjana Pejic-Bach. "Key Competences of Information Systems Project Managers." International Journal of Information Technology Project Management 10, no. 3 (July 2019): 73–90. http://dx.doi.org/10.4018/ijitpm.2019070105.
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Project managers have a main role in all kinds of projects, and information systems (IS) projects are not an exception. In order to perform their activities well, project managers need to develop several complementary competences, including technical, contextual and behavioral competences. In literature we find important references on the project managers' general competences as, for instance, the ICB from IPMA. However, very little attention has been paid to the eventually distinctive features of IS project managers. In order to identify the most important competences of these project managers, we carried out a questionnaire-based survey. The results show that the top 12 competences are: communication; engagement and motivation; project requirements and objectives; leadership; reliability; results orientation; conflict and crisis; project orientation; teamwork; interested parties; resilience (emerging as a new competence); and ethics. Furthermore, results indicated that the project management bodies of knowledge are suitable to characterize the IS project manager's competences.
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Gray, Karmin, and Frank Ulbrich. "Ambiguity acceptance and translation skills in the project management literature." International Journal of Managing Projects in Business 10, no. 2 (April 4, 2017): 423–50. http://dx.doi.org/10.1108/ijmpb-05-2016-0044.
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Purpose The project management literature provides a fairly united picture of the importance of projects being successful. One success factor is represented by project managers themselves, whose personality, skills, knowledge, competencies, and traits affect project success. To better understand various project manager types, the purpose of this paper is to review the extant project management literature and propose a framework for categorising project managers based on the traits that they possess or lack. Design/methodology/approach The research commenced with identifying and collecting articles from the academic project management literature. The articles were then coded to identify different competencies and traits that a project manager needs to be successful. Based on this analysis, a framework with four main project manager types was developed. Findings The results indicate that ambiguity acceptance and translation skills are two important dimensions that project managers need to be successful. The four project manager types were arranged around two dimensions. Research limitations/implications The framework presented is based on previous research. Empirical testing of the proposed framework would be a promising direction for future research. Practical implications The framework assists reflective practitioners in identifying what kind of project manager they currently are, suggesting how they might transition into a different project manager type to increase their project management success rate. Originality/value This paper conceptualises project managers and how their personal traits relate to project success. It offers practical help to project managers in understanding their strengths and limitations, and how to become a different type of project manager.
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Pollack, Julien, and Chivonne Algeo. "Project managers’ and change managers’ contribution to success." International Journal of Managing Projects in Business 9, no. 2 (April 4, 2016): 451–65. http://dx.doi.org/10.1108/ijmpb-09-2015-0085.
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Purpose – Many projects involve an organisational change component. Project management (PM) and change management (CM) have the potential to jointly contribute to the delivery of organisational changes. However, there is a lack of clarity in the literature about the boundary and relationship between these disciplines. The purpose of this paper is to explore the contribution these disciplines make to a set of project critical success factors, to understand the ways that these disciplines can most effectively work together. Design/methodology/approach – This paper analyses data collected through an online survey, examining project managers’ and change managers’ perception of each disciplines’ contribution to critical success factors. The survey received 455 responses. Findings – This paper identifies the success factors that are most clearly influenced by PM and CM, and areas where practitioners of these disciplines hold significantly different perceptions of their contributions. The results have been used to rank and categorise success factors based on the influence of each discipline. This has been used to develop a risk-based questionnaire to guide the contribution of PM and CM to the mitigation of specific project risks. Originality/value – These findings will be of use to practitioners managing organisational change projects, or projects with a significant change component. The findings will be of assistance in determining the ways in which these disciplines should work together to mitigate risks associated with specific critical success factors.
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Almashhour, Raghad, Haneen Abuzaid, and Sameh El-Sayegh. "Creativity in Project Implementation: An Empirical Study of Project Managers." Buildings 14, no. 3 (March 17, 2024): 818. http://dx.doi.org/10.3390/buildings14030818.
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The construction industry is a dynamic and ever-evolving sector, continuously adapting to societal needs. Within this context, project managers play a pivotal role in steering projects from inception to completion. This study delves into the vital dimension of creativity among project managers in the United Arab Emirates (UAE) and its substantial contribution to the growth of the construction industry in the region. Research in the broader field of construction and project management has traditionally concentrated on factors such as scheduling, cost control, and risk management. However, a noticeable gap exists in the exploration of the relationship between project manager creativity and project success. Hence, the objective of this study is to comprehensively explore various dimensions of project managers’ creativity and evaluate its influence, alongside other criteria, on the outcomes of construction projects. Dimensions and indicators of creativity are derived from a meticulous literature review, and online survey questionnaires were employed to gather insights from individuals engaged in construction projects. The resulting hypothetical model underwent rigorous statistical analysis, employing confirmatory factor analysis and structural equation modeling. Findings indicate a positive impact of tacit knowledge sharing and emotional intelligence on the creativity of construction project managers in the UAE. Moreover, the study establishes that project managers’ creativity, combined with other criteria, significantly contributes to the success of construction projects in the region. These insights are instrumental for fostering creativity among project managers and enhancing overall project success within the construction industry. The study’s originality lies in its distinct contribution to the discourse on creativity in the construction sector.
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Puspa Negara, Kartika, Fiona Lamari, Connie Susilawati, and Bambang Trigunarsyah. "Identifying client project manager competency in Indonesian construction project." MATEC Web of Conferences 276 (2019): 02007. http://dx.doi.org/10.1051/matecconf/201927602007.
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The influence of active client involvement towards project construction success is gaining recognition in the last few decades. The growing concern on the client involvement has drifted the perception towards client away from the passive role into contributor of project success. During client involvement in the construction project, a representative from client or client project manager (CPM) should be complemented with certain competencies in order to succeed in commissioning construction projects. Evidence shows that some public construction projects in Indonesia failed due to the lack of competency of client project managers. Whilst most of the previous studies concern on the competency of general project managers, this paper specifically investigates competency of project manager from client side who works as a civil servant, and commissioning public construction sectors. This paper aims to identify the important competencies required by CPM in construction projects in Indonesia and examine current Indonesian CPM competency standard. Relative Importance Index (RII) was employed to assess the important level of competencies. The findings will enrich understanding on client project manager competency and become a basis to undergird further empirical research in client project manager development areas.
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Żuchowski, Ireneusz. "Career of the European project manager." Problems of Economics and Law 2, no. 1 (June 18, 2019): 1–12. http://dx.doi.org/10.5604/01.3001.0013.2555.
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<br/><b>Goal:</b> The aim of the article is to present the nature and specificity of the professional career of European project managers. <br/><b>Material and methods:</b> The study was of qualitative character. The aim of the study was to learn about the career development and opinions of EU project managers on the evolution of their careers. During the interview three main thematic areas were covered: 1. The beginning of the EU project manager's career? 2. Career development of the EU project manager? 3. Experience to provide people planning a career in the field of EU project management? The research was carried out among 100 people, who were the project managers financed from EU funds under the financial perspective 2007-2013 and the 2014-2020 outlook. The research was carried out in the period from 01-09/2018 using the interview method. <br/><b>Results:</b> Among the respondents, 60% were people who worked in public institutions and were directed to trainings in the 1990s that were related to political transformation and they implemented reforms and aid programs realised by the World Bank and pre-accession programs preparing Poland for inclusion in structures of the European community. These people gained experience working as specialists, experts, administrative employees in projects. Gained experience and knowledge means that they continue their careers by implementing projects financed from EU funds. People who have been working on the implementation of projects of this type since the beginning of their careers accounted for 9% of respondents. Most respondents (77%) before becoming project managers participated in the implementation of 4-6 projects performing administrative tasks. On the other hand, 18% of the respondents obtained this position after the implementation of 2-3 projects and 5% of those surveyed became project managers, having no such experience. <br/><b>Conclusion:</b> The professional career of the European project manager, as the research results show, is not straightforward, and professional career in this area is often a coincidence. This is partly related to the specificity of Poland associated to the processes of political and economic transformation. The creation of such jobs has intensified as a consequence of Poland's accession to the European Union.
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Ahmad Latiffi, Aryani, and Noorul Adharina Zulkiffli. "Sustainable Construction Projects: The Level of Understanding on Leadership Skills among Project Managers." International Journal of Real Estate Studies 15, no. 1 (June 23, 2021): 39–48. http://dx.doi.org/10.11113/intrest.v15n1.7.
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A project manager is a crucial factor of a project's success, especially in sustainable construction projects. Their role as a leader is also observable with regard to achieving sustainability objectives in sustainable construction projects. In contrast to conventional projects, sustainable construction projects face more nuanced issues. The influence of leadership skills of the project managers is therefore becoming essential for the success of sustainable construction projects. This study examines the level of understanding of leadership skills among project managers in sustainable construction projects and determines the correlation between their experience and understanding of leadership skills. A questionnaire survey was carried out among 153 project managers with experience in the management of sustainable construction projects in Malaysia. The IBM SPSS software version 24 was used to perform a descriptive statistic, a normality test, and a Spearman's correlation test on the data collected. The results indicate a very high level of understanding among project managers regarding leadership skills in sustainable construction projects. Apart from that, there is a positive correlation between years of experience in sustainable construction projects and the level of understanding of leadership skills among project managers in sustainable construction projects. The findings of this research will serve as an avenue for future researchers to identify the necessary leadership skills for project managers to manage sustainable construction projects effectively.
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Russo, Rosária de Fatima Segger Macri, and Roberto Sbragia. "The enterprising manager and project performance." Journal of Project, Program & Portfolio Management 1, no. 1 (June 23, 2010): 28. http://dx.doi.org/10.5130/pppm.v1i1.1575.
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Project managers can play a key role in implementing organizational strategy by using entrepreneurial approaches when responding to new needs and opportunities. Nevertheless, the operational responsibilities of a project manager – planning and control – are in stark contrast to the characteristics of an entrepreneur. In light of these contradictory viewpoints, it is important to assess whether managers showing entrepreneurial characteristics are associated with more successful projects. A field survey was conducted, involving 164 project managers most of whom were male and had graduate-level education and broad practical business experience. Non-parametric statistics was used and showed that enterprising tendency on the part of project managers is correlated with more successful projects, and creativity, in particular, was one of the most relevant variables.
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Jabar, Izatul Laili, Faridah Ismail, and Nur Mardhiyah Aziz. "Managing IBS Project: The evolving roles and competencies of project manager." Asian Journal of Behavioural Studies 3, no. 11 (May 20, 2018): 117. http://dx.doi.org/10.21834/ajbes.v3i11.107.
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The purpose of this paper is to investigate the initial information related to the roles and competencies required for a project manager who managed IBS construction projects in the Malaysian construction industry. Semi-structured interviews were conducted with the project managers who have experience in managing an IBS construction project. The finding reveals unanimously agreed that the project managers who managed IBS construction projects have to undertake extra roles which required additional competency as compared to the generic construction projects. It is hoped that the findings from this research will assist the project managers in their career development. Keywords: Competence; Construction; Project manager; Industrialized building systemeISSN 2398-4295 © 2018. The Authors. Published for AMER ABRA cE-Bs by e-International Publishing House, Ltd., UK. This is an open-access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia. http://dx.doi.org/10.21834/ajbes.v3i11.107
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Rodrigues, Alexsandro M., Olubimbola Oladimeji, André L. A. Guedes, Christine K. Chinelli, Assed N. Haddad, and Carlos A. P. Soares. "The Project Manager’s Core Competencies in Smart Building Project Management." Buildings 13, no. 8 (August 3, 2023): 1981. http://dx.doi.org/10.3390/buildings13081981.
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Project manager competencies have been widely discussed in the literature. Although many works present lists of competencies for project managers, specific competencies for smart buildings were not found. This work aimed to identify the main competencies of project managers for the management of smart building projects. The methodology consisted of a two-step approach using the guidelines of preferred reporting items for systematic reviews and meta-analysis (PRISMA) to perform broad and detailed bibliographic research. Initially, a literature review was carried out to identify the main research fields related to the management of smart building projects and the specificities of these fields that can influence the management of this type of project. Next, these specificities were related to the competencies of project managers mentioned in the literature, to identify a set of more relevant competencies for project managers of smart building projects. The results showed that the main research fields are related to scope, risks, costs, schedule, technologies and systems, sustainability, and general characterization, which consider objectives, barriers, challenges, and regulations. They also showed that the most relevant competencies for managing smart buildings projects are technical competencies, leadership, communication, budgeting, attitudes toward risk, strategic management, organization, and specifying real requirements. These findings show the importance of hard and soft skills for managing smart building projects.
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Poon, Candy, and Gilbert Silvius. "Factors That Stimulate Project Managers to Consider Sustainability; Exploring the Stimulus Patterns of Canadian Project Managers." Journal of Management and Sustainability 9, no. 2 (November 23, 2019): 90. http://dx.doi.org/10.5539/jms.v9n2p90.
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As sustainability is being integrated into corporate strategies, the discussions on sustainability have moved from whether it should be addressed in strategy, to how it should be integrated into business practices. And as projects are a vehicle for the implementation of organizational strategies, it is suggested that consideration of sustainability should be integrated into the processes and practices of project management. A pivotal role in this integration is foreseen for the project manager. The project manager has a central position in the project, which provides the opportunity to influence many aspects of the project. However, an opportunity to act is be enough, as many factors or circumstances influence the actual behavior of the project manager with regards to sustainability.
In a European study into the factors that stimulate project managers to address sustainability, three distinct stimulus patterns were revealed. As national or societal culture is known to influence sustainability behavior, the study reported in this paper focuses on exploring the factors that stimulate Canadian project managers to consider sustainability in their projects.
Similar to the European study, this study revealed three distinct stimulus patterns, that were characterized as ‘Intrinsically motivated’, ‘Pragmatic’ and ‘Normative driven’. The findings of the study confirm the patterns of the earlier study to a large extent. Two of the three patterns of the studies showed similar characteristics. The third pattern of the studies showed partial similarity and partial difference, with the European project managers tending more towards the opportunities for implementation of sustainability, and the Canadian project managers putting more value on the alignment of personal and organizational values.
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Sankaran, Shankar, Anne Live Vaagaasar, and Michiel Christian Bekker. "Assignment of project team members to projects." International Journal of Managing Projects in Business 13, no. 6 (September 19, 2019): 1381–402. http://dx.doi.org/10.1108/ijmpb-12-2018-0285.
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Purpose The purpose of this paper is to investigate how project managers, influence the assignment of project team members by directly assigning or specifying who they want or by indirectly using lateral influence strategies to secure the appropriate resources. This study is part of a wider study investigating the balance between vertical and horizontal leadership in projects in which nomination (or assignment) was identified as a key event contributing to balancing the leadership. It focuses specifically on the nomination or assignment event at the start of a project. Design/methodology/approach Based on the philosophy of critical realism, case studies were used to collect data through 70 semi-structured interviews in Australia, Scandinavia and South Africa. Interviews were conducted with senior managers, project managers and project team members. Two project team members who worked with the same project manager were interviewed to gather diverse views. The data were analyzed individually by researchers from each location using a coding method proposed by Miles et al. (2014). The researchers then jointly analyzed the findings to arrive at five common themes from that explained how team members were assigned in practice. Findings Despite the recognized need for project managers to form their own teams, this study found that project team members were often assigned by others. This was because project managers lacked authority to secure their resources. Therefore, they used lateral influence strategies to help with assigning project team members. The study identified five lateral influencing strategies adopted by project managers to assign team members: creating an image of competence; creating coalitions; taking a gamble; waiting for the right moment; and reasoning with facts. Two of these lateral influencing strategies were not identified in the previous literature on influencing strategies used in organizations. Research limitations/implications The findings should not be viewed as representative of the respective continents where the cases were studied. However, this study contributes to the literature on project management, illuminating how project teams are assigned and by whom and, specifically, the role that influence plays during this event of the balanced leadership theory. It also identifies the types of lateral influence strategies used by project managers when assigning team members to their projects. It provides a pathway to explore the use of lateral influencing strategies by project managers beyond the assignment process. Practical implications This study will help project managers to become aware of influencing strategies that they can use in practice while assigning team members to their projects. It will also highlight the importance of assigning the right resources to projects with a view to achieving balanced leadership. Originality/value This research is of value to organizations using projects to successfully deliver their strategies by assigning suitable resources to their projects.
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Giri, Om Prakash. "Study on the Role of Project Manager in Improving the Project Performance." Technical Journal 1, no. 1 (July 1, 2019): 133–39. http://dx.doi.org/10.3126/tj.v1i1.27711.
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A project manager is the person who has the overall responsibility for the successful initiation, planning, design, execution, monitoring, controlling and closure of a project. Project manager is responsible to complete the project within time, cost and quality towards making the project a success. Construction industry plays an important role in the economy of the country. The industry, however, is beset with many challenges, including delivering projects within cost, time and quality. Therefore project manager is a critical resource in the project to achieve its objectives. Sadly, the role of the project manager is often overlooked. It is assumed that the leadership role of the project manager is measured against time, cost, quality, and customer satisfaction. The importance of this study is to find various roles that project managers ought to play for improving project performance. Good project management practices and competent project managers always deliver better result.
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H. Abou- Warda, Sherein. "Mediation effect of sustainability competencies on the relation between barriers and project sustainability (the case of Egyptian higher education enhancement projects)." Sustainability Accounting, Management and Policy Journal 5, no. 1 (February 11, 2014): 68–94. http://dx.doi.org/10.1108/sampj-04-2011-0017.
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Purpose – This study aims to explore the relation between barriers and project sustainability by adding competencies in the mediating role. Design/methodology/approach – The study uses a mediation model including project sustainability as the dependent variable, sustainability barriers as the independent variable and project managers' sustainability competencies as the mediator variable. Data were gathered from project managers, executive teams, and experts/advisors, working in Egyptian higher education enhancement projects (HEEPs) using self-administered questionnaires; the total number collected was 159, representing a response rate of 93.5 percent. Correlations and multiple regression analysis were employed to analyze the mediation impact of project manager's sustainability competencies. Findings – The results indicate that sustainability competencies mediate the relation between barriers to sustainability and project sustainability. Sustainability competencies facilitate project achievements, and the sustainability and future expansion of these achievements. The analysis suggests that “continuous competencies” are extremely important, more so than “self-competencies”. Research limitations/implications – This study was undertaken at the level of the projects management unit in the Egyptian Ministry of Higher Education, which manages the HEEPs. Practical implications – The analysis helps to understand the complex and nuanced nature of the projects; these are distinguished when the author considers the different practices. Originality/value – This study offers two principal contributions: first, a guideline for the development, measurement, and application of an uncommon concept of project sustainability; second, a concept of project managers' sustainability competencies and barriers to sustainability.
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Koops, Leonie, Ceciel van Loenhout, Marian Bosch-Rekveldt, Marcel Hertogh, and Hans Bakker. "Different perspectives of public project managers on project success." Engineering, Construction and Architectural Management 24, no. 6 (November 20, 2017): 1294–318. http://dx.doi.org/10.1108/ecam-01-2015-0007.
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Purpose The authors argue that public project managers do not consider the iron triangle (cost, quality and schedule) primary important in measuring the success of their projects. To investigate which success criteria are important to public project managers, the authors interviewed 26 Dutch project managers who are employed by the government and who are responsible for managing infrastructural projects. The paper aims to discuss these issues. Design/methodology/approach In this research the Q-methodology is applied. Q-methodology helps to find for correlations between subjects across a sample of variables. Q-factor analysis reduces the individual viewpoints down to a few factors. A factor can be seen as the mathematical representation of an “average” perspective shared by a group of people. Findings Findings are based on the individual rankings of 19 success criteria; the authors distinguished three common perspectives: the holistic and cooperative leader, the socially engaged, ambiguous manager and the executor of a top-down assignment. In none of the perspectives the iron triangle criteria formed the top three to measure project success. Research limitations/implications The research results may have a national character. The way project success is perceived by public project managers may be culture dependent. For this the authors expand the research to other countries in the near future. Practical implications This paper contributes to the understanding of the public project manager by their private collaboration partners, like consultants, engineers and contractors. This will help them to understand their client and contribute to better collaboration in projects. Originality/value This paper shows that the difference in work attitude and value frame in the public sector leads to a specific view on project success.
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Al Hosani, Abdulla, Hamama Al Mheiri, and Mounir El Khatib. "Emotional Intelligence as a Success Factor for Project and Project Manager." International Journal of Business Analytics and Security (IJBAS) 3, no. 1 (May 7, 2023): 42–55. http://dx.doi.org/10.54489/ijbas.v3i1.202.
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Abstract
This research paper examines the importance of emotional intelligence skills for project manager communication skills and project success. The main problem is that the number of complex projects has increased across different sectors such as aerospace and infrastructure. In addition, the projects are different in nature and each project requires certain skills and resources, and most companies focus on hiring people based on their experience or technical skills without paying attention to their soft skills. The research is based on gathering various data from primary and secondary sources. The primary data were collected through formal interviews with three managers in the ministry of health and prevention while the secondary data were obtained from different academic articles and e-books. The results showed that the ministry of health and prevention started focusing on emotional intelligence skills during the last few years only. Also, some managers consider it as an additional skill that can add value to project manager communication skills, and it is not an important factor for the project success. On the other hand , other managers from human resources department confirmed that recruiting a project manager with high understanding of emotional intelligence is important for them .Also , results showed that top-managers focus mainly on the organizational performance (50%) .However , they must improve their listening skills which were represented by 35% of the sample size, and they should focus more on creativity and empathy to enhance their interrelationships .
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D Anderson, S. "Project quality and project managers." International Journal of Project Management 10, no. 3 (August 1992): 138–44. http://dx.doi.org/10.1016/0263-7863(92)90002-q.
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Dr. Aqsa Siddiq, Dr. Aqsa Siddiq, Ms. Sourath Qayyum Maher, and Dr. Mujahid Hussain. "The Emotional Intelligence of Project Manager and the Project Success." Journal of Business & Tourism 6, no. 1 (November 8, 2021): 89–101. http://dx.doi.org/10.34260/jbt.v6i1.183.
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The massive failure of projects emphasizes the need to understand the factors that contribute to the project success. The projects of the construction sector in Pakistan also face difficulties of unachievable targets because of the lacking soft skills of the managers besides their technical competence. Therefore,this casual study is undertaken to check the influence of the project manager’s emotional intelligence on the success of the project in the construction sector of Pakistan. A sample of 228 out of 250 project managers (91% response rate) that work in those construction companies involved in construction projects responded, selected using convenient sampling technique. The data is analyzed using reliability study (Cronbach’s Alpha), descriptive statistics, Skewness-Kurtosis, correlation, and regression analysis. The results of the study explain that the dimensions of emotional intelligence including self-awareness and self- regulation of project managers are showing positive and significant impact on the success of construction projects. While the key finding of the study is that social awareness has insignificant impact evident that managers normally give more focus on technical and hard skills of their teams than knowing and sensing others’ feelings and perspective, and taking an active interest in their concerns. Construction industry and other project-based firms in Pakistan can take benefit from this research. Focusing on the significance of the emotional intelligence attributes and giving extensive trainings to the managers on soft skills can improve the ratio of the successful projects. The findings of the study strongly recommend soft skills training of the managers as well as the team. Further, a detailed investigation covering all the dimensions of emotional intelligence including empathy is directed for future studies.
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Reinaldo, G., A. Andi, and V. Ong. "Intellectual intelligence and emotional intelligence of project manager." IOP Conference Series: Earth and Environmental Science 907, no. 1 (November 1, 2021): 012022. http://dx.doi.org/10.1088/1755-1315/907/1/012022.
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Abstract Intellectual and emotional intelligences are two important competences of project managers for the success or failure of a construction project. This study aims to investigate how often project managers utilize these two intelligences in running their project. It will also take a look the intelligence that construction personnel expect more from their project manager. The research was conducted by distributing questionnaires to construction personnel that were working on ongoing projects. The results show that the project managers use both intellectual and emotional intelligences, with mean values of 4.20 and 4.12 respectively. Meanwhile, results from analytical hierarchy process analyses portray that the project team members expect the project managers to exhibit emotional intelligence more than intellectual intelligence with weight of 66.40% and 33.60% respectively. The study also conducts several analyses by using respondents’ and project managers’ general information.
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Moradi, Sina, Kalle Kähkönen, and Kirsi Aaltonen. "Project Managers’ Competencies in Collaborative Construction Projects." Buildings 10, no. 3 (March 9, 2020): 50. http://dx.doi.org/10.3390/buildings10030050.
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Collaborative delivery methods in construction projects provide a new operational environment, which can foster effective interaction and cooperation between different project stakeholders. Project managers are one of the most important players in this environment, who therefore need to possess appropriate competencies. Collaborative construction projects and their managerial solutions are still a relatively new field and, thus, special aspects such as competencies of project managers in such projects have been limitedly studied. The present research aimed to evaluate project managers’ competencies in collaborative construction projects in Finland through a human behavioral approach, where project managers’ everyday work was the main source for understanding the competencies of relevance. Accordingly, a web-based questionnaire and semi-structured interviews were used for data collection from the case projects. Based on the gained data, project managers’ behaviors were analyzed, and consequently, their specific competencies were identified. Findings of this study propose 10 core competencies for project managers in collaborative construction projects, e.g., group capabilities, language proficiency, and leveraging diversity. Additionally, a set of supportive competencies were identified which, together with the core competencies, form the profile of project managers’ competencies for collaborative construction projects. Finally, the differences between competencies needed in traditional and in collaborative construction projects are discussed.
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Morgan, Asena, and Prof Raphael Nyonje. "LEVERAGING PROJECT UNCERTAINITY: A PRACTICAL APPROACH TO THE CONTRIBUTION OF DESIGN THINKING IN COMPLEX PROJECTS." IJRDO - Journal of Business Management 8, no. 7 (July 26, 2022): 60–64. http://dx.doi.org/10.53555/bm.v8i7.5200.
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Available literature points out that the complexities of projects have often led to project failure. Insufficient project management standards have led to project uncertainties. The management of project uncertainty lies with the project manager. There is little evidence on empirical literature that is focused on project management and their uncertainty. This paper investigates the practices used by project managers to address project uncertainty and to critically analyze the success of these methods in complex projects by use of design thinking approach in the implementation of projects. The findings of address challenges and concerns facing project managers in managing projects in uncertain environments. This paper will give guide on project design, management and uncertainty .It will further contribute to the theory on uncertainty on project management.
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Globerson, Shlomo, and Ofer Zwikael. "The Impact of the Project Manager on Project Management Planning Processes." Project Management Journal 33, no. 3 (September 2002): 58–64. http://dx.doi.org/10.1177/875697280203300308.
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If a project is to be successfully completed, both planning and execution must be properly implemented. Poor planning will not allow appropriate execution and control processes or achievement of the project's targets. The objective of the study reported in this paper is to evaluate the impact of the project manager on the quality of project planning processes within the nine knowledge areas defined by A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and to determine ways of increasing the effectiveness of the manager's intervention. Participants in the study evaluated their use of the 21 processes that relate to planning, out of the 39 processes required for proper project management. The results of the study reveal risk management and communications as the processes with the lowest planning quality. Poor quality in these areas results when project managers lack the formal tools and techniques for dealing with communications and the functional managers are not equipped with the tools and techniques that will allow them to effectively contribute to the risk management process. Improving quality planning processes requires the development of new tools in areas such as communications, as well as organizational training programs designed for the functional managers.
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Liikamaa, Kirsi, Tero Vartiainen, Maritta Pirhonen, and Heli Aramo-Immonen. "Replacing Project Managers in Information Technology Projects." International Journal of Human Capital and Information Technology Professionals 6, no. 3 (July 2015): 1–19. http://dx.doi.org/10.4018/ijhcitp.2015070101.
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According to anecdotal evidence, project managers working on information technology (IT) projects are occasionally replaced, although the literature on information systems (IS) and project management (PM) makes little mention of it. With a view to narrowing this knowledge gap the authors examined the reasons behind the practice. The authors took an interpretive approach to the data gathering and analysis, and collected descriptions about replacing project managers (RPM) from interviews and questionnaires (n=43). The concept of contradiction served as a lens through which to identify the underlying reasons. Contradiction refers to statements asserting or expressing the opposite of another statement. The authors identified four contradictions explaining why RPM occurs in IT projects. These contradictions show that RPM appears to be a simplistic solution when there are more fundamental issues to consider. The implications extend to education, practice, and research in the context of IT project management.
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Kar, Neelov, and Subhro Mitra. "Recruiting a Project Manager." International Journal of Information Technology Project Management 6, no. 1 (January 2015): 54–65. http://dx.doi.org/10.4018/ijitpm.2015010103.
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Project management is a practice based profession. Just knowing the project management principles does not make a person a successful project manager. It is more important to assess how the candidate applies the project management principle in practice than merely knowing the theoretical aspects of project management. Project Managers play a critical role in the organization. They are responsible for maintaining the revenue stream by ensuring steady flow of project deliverables, be it an internal initiative or a client program. As a Hiring Manager one has to use the right tools and methods to select the right candidate for the position of Project Manager. In this article some of the basic qualities of a Project Manager and the interview techniques adopted to select a Project Manager are discussed. The paper ends with discussion on new competency areas of Project Managers and new roles played by Project Managers in those areas.
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Desmond, Celia. "Multiple project managers." IEEE Engineering Management Review 42, no. 2 (2014): 12. http://dx.doi.org/10.1109/emr.2014.2314543.
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MASSEY, GRAHAM R., and ELIAS KYRIAZIS. "INTERDEPENDENCE AND COMMUNICATION BETWEEN TECHNICALLY TRAINED MANAGERS AND MARKETING MANAGERS DURING INNOVATION PROJECTS." International Journal of Innovation Management 18, no. 03 (May 19, 2014): 1440003. http://dx.doi.org/10.1142/s1363919614400039.
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Interdependence between Technically Trained Managers and Marketing Managers in new product development (NPD) teams is inherent, though few studies have investigated its effects within such teams. Here, interdependence is disaggregated into two underlying dimensions — the dependence of the Technically Trained Manager on the Marketing Manager, and the dependence of the Marketing Manager on the Technically Trained Manager during the project. Our model is tested using data from 184 Technically Trained Managers from Australian companies involved in NPD. The results suggest that interdependence is an important contextual variable during NPD projects. Senior managers should communicate its importance to NPD team members because of its positive effects within the NPD team. Where the Technically Trained Manager and Marketing Manager recognise their interdependence, they engage in more frequent, and more bidirectional communication. This is important because more effective communication between these two managers positively influences the quality and effectiveness of their working relationships, which in turn can increase NPD project success.
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�������, Svetlana Reshetko, ����������, and Konstantin Bagrationi. "MBTI as Express Diagnostics Method of Managers´ Behavioral Competencies." Russian Journal of Project Management 3, no. 3 (September 17, 2014): 25–34. http://dx.doi.org/10.12737/5783.
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Research results of professionally significant qualities (behavioral competence)
of managers involved in projects are discussed in this paper. The
research results have been compared with NCB SOVNET 3.0 behavioral
competence norms. Four types of managers have been empirically identified
according to their professional competence: 1st type � judging introvert;
2nd type � judging extrovert; 3rd type � perceiving extrovert; 4th type � perceiving
introvert. Psychological factors directly correlated with planning and
control of work execution by project participants and influencing these planning
and control are considered within the macro psychological approach
to their learning.
The problem of involving motivated, enterprising and able to make decisions
almost intuitively people in projects becomes more and more topical
nowadays for companies� management. Effective decision-making in management
depends on a type of project managers� personality, compliance
of his profile to project type. In the course of work project managers have
great difficulties in activities� planning and organizing, and the problem of
compliance between project manager�s personality type and the project
character becomes important. Different projects require different types of
managers. An appointment of an employee with the right personality profile
and leadership style, corresponding to the project type is one of project effectiveness�
key conditions. One of the most popular techniques for project
manager�s personality type diagnosis is MBTI. According to this approach
the successful project managers are people with NT (Intuitive, Thinking)
personality type; which make decisions based on intuition and logic. This is
due to these managers are able to make decisions under uncertainty with
lack of information.
MBTI technique allows define the project manager�s personality type with
the help of a meta model as a synthesis of information�s receiving and processing
way, specific models of behavior and thinking style. In the conducted
research with use of mathematical methods it was shown a possibility
to define the type of employee and draw a conclusion on its behavioral
competences by means of express diagnostics during conversation.
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Manata, Brian, Vernon D. Miller, Sinem Mollaoglu, and Angelo J. Garcia. "Documenting the Interactive Effects of Project Manager and Team-Level Communication Behaviors in Integrated Project Delivery Teams." Project Management Journal 53, no. 1 (December 21, 2021): 33–48. http://dx.doi.org/10.1177/87569728211047296.
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This study examines the influence of project managers’ communication behaviors in integrated project delivery (IPD) projects. This study also considers the impact of team-level information sharing on team-level outcomes (i.e., goal alignment, decision quality, process commitment, and project quality). Results indicate that team information sharing was perceived as beneficial, but the effects of project manager communication behaviors were inconsistent. Interaction analyses indicated that project managers’ communication behaviors hindered team functioning if teams were already engaging in adequate levels of information sharing. This manuscript contributes to the project management corpus by explicating an integrative model whereby project manager and team-level information-sharing behaviors are modeled simultaneously.
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Kuliš, Marija Šiško. "Selection of Project Managers: An Overview." Business Systems Research Journal 11, no. 2 (October 1, 2020): 99–116. http://dx.doi.org/10.2478/bsrj-2020-0018.
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AbstractBackground: The project manager choice is one of the most important, complicated and multi-layered decisions in project management. Although the competence of a project manager is the subject of numerous studies, mostly in the field of economic sciences, there are still relatively few studies dealing with project manager selection.Objectives: The aim of this paper is to provide a useful overview of research on approaches, models, techniques, and competencies during the process of selecting project managers, in order to improve understanding an effective process of selecting project managers from academic researchers and practitioners’ point of view.Methods/Approach: This article is a scientific review of previously published studies that are linked to competencies of a project manager and the process of project manager selection according to the traditional and the modern approach.Results: The process of selecting project managers is not sufficiently investigated in Croatia, while most of the research is focused to traditional approach.Conclusions: In this work, we propose a combination of the traditional and the modern approach to the selection of project managers, which would be based on the multicriteria decision making.
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Ahmad Latiffi, Aryani, and Noorul Adharina Zulkiffli. "UNDERSTANDING THE RELATIONSHIP OF LEADERSHIP SKILLS IN THE PRE-CONSTRUCTION PHASE WITH THE SUCCESS OF SUSTAINABLE CONSTRUCTION PROJECTS." ASEAN Engineering Journal 12, no. 2 (June 1, 2022): 185–93. http://dx.doi.org/10.11113/aej.v12.17310.
Full textAbstract:
Since the construction industry has been focused on sustainable construction projects presently, the roles of project manager as a leader have become more complex as they have to balance various stakeholders' interests to create sustainability approach mainly in the pre-construction phase. This study aims to investigate the relationship of leadership skills of project managers in the pre-construction phase with the success of sustainable construction projects. The Partial Least Squares Structural Equation Modelling (PLS-SEM) technique was used to analyse data collected from a questionnaire survey of 153 project managers with experience managing Malaysian sustainable construction projects. The findings imply that communication skills, planning and goal setting skills, team building skills, and conflict management skills in the pre-construction phase have a significant relationship with the success of sustainable construction projects. This study has a theoretical implication that can assist the project manager and construction organisation to understand better that the leadership skills of a project manager in the pre-construction phase can lead towards the success of sustainable construction projects. The findings of this study may be useful for the project manager and construction organisations to deliver a successful sustainable construction project.