An empirical examination of the relationship between adult attention deficit and the operational effectiveness of project managers

2016 ◽  
Vol 9 (3) ◽  
pp. 583-605 ◽  
Author(s):  
Graeme Coetzer
Keyword(s):  
Project Management ◽  
Attention Deficit ◽  
Project Managers ◽  
Project Manager ◽  
Symptom Clusters ◽  
Project Teams ◽  
Operational Effectiveness ◽  
Content Type ◽  
Multimodal Management ◽  
The Relationship

Purpose – The purpose of this paper is to examine the relationship between adult attention deficit (AAD) and the operational effectiveness of project managers (OEPM). Design/methodology/approach – In total, 160 actively employed business graduate students participated in a business course where they were assigned to four person project teams responsible for completing a major business project. The project contained four sub-projects each of which was managed by a different team member. At the end of the semester each team member rated the others on their operational effectiveness as a project manager. Each subject identified a close associate who completed an observer version of the Brown Attention Deficit Scale. Product moment correlations were used to test the hypotheses that AAD and each of the symptom clusters are negatively associated with OEPM. Simultaneous linear regression was used to test the hypothesis that difficulties activating and organizing to work (DAOW) is uniquely associated with OEPM after controlling for the influence of all the other symptom clusters. Findings – AAD and each of the symptom clusters is negatively associated with OEPM, and DAOW is uniquely associated with OEPM. Research limitations/implications – Research study is limited by use of an indirect work sample (working graduate students) and future research requires direct workplace samples of project managers. The influence of creativity within the relationship between AAD and project management effectiveness requires further investigation and may reveal beneficial aspects of the disorder. Practical implications – Individuals and organizations wanting to ensure timely and successful completion of key tasks and projects need to be aware of the influence of AAD on OEPM. The provision of intensive project management training/coaching, regular performance feedback, project management tools and an organized work space free of distractions is suggested for disordered project managers. Disordered project managers are especially vulnerable during the task activation and organization phase which may be addressed through the use of peer coaching and constructive team support. The effective design and management of project teams represents a significant opportunity for distributing the potential creative benefits of the disorder while managing the deficits. Pairing disordered employees with coworkers who are less creative but have better administrative skills may be mutually beneficial. Employee assistance programs that raise awareness and provide access to assessment are an important part of multimodal management of the disorder. Social implications – Increasing social, economic and legal pressures to provide reasonable accommodation for functional but disordered employees, be more inclusive and take appropriate advantage of employee diversity underscores the general social value of this research. Originality/value – This research study is the first examination of the influence of AAD within the nomological network that determines project manager effectiveness. The results are of value to researchers, organizational development specialists, human resource management specialists, managers and employees who are seeking effective multimodal management of the disorder in the workplace.

Mediating influence of time management on the relationship between adult attention deficit and the operational effectiveness of project managers

2016 ◽  
Vol 35 (8) ◽  
pp. 970-984 ◽  
Author(s):  
Graeme Coetzer ◽  
Godfrey Gibbison
Keyword(s):  
Project Management ◽  
Attention Deficit ◽  
Time Management ◽  
Project Managers ◽  
Self Report ◽  
Future Research ◽  
Operational Effectiveness ◽  
Content Type ◽  
Potential Benefits ◽  
The Relationship

Purpose The purpose of this paper is to examine the relationship between adult attention deficit (AAD) and the operational effectiveness of project managers (OEPM) as mediated by time management (TM). Design/methodology/approach In total, 104 actively employed business graduate students each had the opportunity to be a project manager within a project team. Each team member rated the others on their operational effectiveness, completed a self-report measure of TM and identified a close associate who completed an observer version of the Brown Adult Attention Deficit Scale. The Sobel and Hayes tests were used to test the hypothesis that TM mediates the relationship between AAD and OEPM. Findings AAD is negatively associated with TM and OEPM, and TM is positively associated with OEPM. TM partially mediates the relationship between AAD and OPME. Research limitations/implications Future research requires a sample of project managers drawn directly from the workplace, and needs to examine the association of AAD with a wider set of project conditions and associated competencies to identify potential benefits and challenges. An updated and validated measure of both TM and the OEPM is required in future research. Practical implications Individuals and organizations wanting to ensure timely and successful completion of key tasks and projects need to be aware of the potentially constraining influence of AAD on TM and OPME. Relatively more intensive time and project management training is suggested for disordered project managers and team members. The use of organizational coaches and peer coaching within project teams represents a potential opportunity for distributing the potential benefits of the disorder while managing the challenges. Employee assistance programs that raise awareness and provide access to assessment are an important part of multi-modal management of the disorder in the workplace. Social implications Employers are facing increasing social, legal and economic pressures to support functional but disordered employees, be more inclusive and take appropriate advantage of employee diversity. This research provides constructive suggestions for how to support disordered employees with project management responsibilities. Originality/value This research study is the first examination of the relationships between AAD, TM and OEPM, and is of value to researchers, organizational development specialists, human resource management specialists, managers and employees who are seeking effective multi-modal management of the disorder in the workplace.

scholarly journals The issue of managing technical project teams within European Companies

2021 ◽  
Vol 15 (1(15)/2020) ◽  
pp. 73-77
Author(s):  
Juliusz Pietrzak
Keyword(s):  
Project Management ◽  
Empirical Data ◽  
Project Managers ◽  
Project Manager ◽  
Project Teams ◽  
Structured Interviews ◽  
The Relationship

The article deals with the problem of the relationship between an employee and a project manager. The research aims to examine the employee - project manager relationship in the projects of European companies. The article consists of two main parts. The first is theoretical, the second empirical. The empirical data was collected by conducting semi-structured interviews with five project managers and five team employees. Keywords: project management, relationship, manager, employee

scholarly journals A Correlational Study on Project Management Methodology and Project Success

2019 ◽  
Vol 9 (2) ◽  
pp. 56-65
Author(s):  
Michael Pace
Keyword(s):  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Project Manager ◽  
Correlational Study ◽  
Demographic Information ◽  
Moderating Variables ◽  
Multiple Project Management ◽  
The Impact ◽  
The Relationship

Abstract This non-experimental correlational study extends previous research investigating the relationship between project management methodology and reported project success, as well as the moderating variables of industry and project manager experience. The sample included North American project managers with five years’ experience, 25 years of age or older, and experience with multiple project management methodologies. The survey instrument consisted of 58 questions, utilizing a 5-point Likert scale to record responses. The survey contained three sections, including demographic information, questions related to a successful project, and questions related to a less-than successful (failed / challenged) project. 367 usable responses were received. The examination of the constructs included Pearson’s correlation coefficient as well as linear regression to determine the impact of moderating variables. Results indicated that project management methodology has a weak correlation with reported project success, and this correlation is not moderated by industry nor project manager experience. The results did not align with previously conducted studies, illustrating a need to continue the study of methods impacting success including investigating additional moderating variables.

Digital project management: rapid changes define new working environments

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Te Wu
Keyword(s):  
Project Management ◽  
Virtual Teams ◽  
Digital Technologies ◽  
Project Managers ◽  
Project Teams ◽  
Content Type ◽  
Working Environments ◽  
Management Consultancy ◽  
Project Management Professionals ◽  
Management Approaches

Purpose Prior to the COVID-19 pandemic, project management was undergoing gradual shift and moving from traditional ways of working toward embracing digitization. The COVID-19 pandemic accelerated this transformation. This paper highlights the importance of digital project management (DPM), its adoption of digital technologies, the changing role of digital project manager, significant and abrupt swing in the rise of virtual teams and the benefits and challenges of remote project teams. This paper aims to discuss the latest development in project management and to lay out the rationale why DPM is here to stay even after the pandemic. Design/methodology/approach The author has based this research on reviewing publications from the project management journals and publications, interviews of project management professionals and analyzing data from a project management consultancy. Findings The pandemic accelerated the digitalization of project management including the adoption of digital tools and technologies, embracing an agile approach to implementing projects; working collaborative in remote teams; and breaking traditional barriers of geography, time zones and fundamentally how project teams collaborate. Practical implications Project management is being digitized, changing how teams work. Fueled by the pandemic, DPM accelerated its momentum. The rate of adoption is likely to be strong after the pandemic. Organizations and individuals should consider embracing DPM but with the full knowledge of both benefits and challenges. Originality/value DPM is still in its early days even though the COVID-19 pandemic accelerated its use. Today and likely after the pandemic, organizations and people are increasingly embracing digital technologies, remote teams and agile project management approaches to project management. It is likely that in the foreseeable future, nearly all project managers will be digital project managers, giving rise to the importance of understanding the challenges and benefits and building the digital skills for both individuals and organizations.

The role of project managers’ attributes in project sustainability management and project performance under China-Pakistan economic corridor

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Zaheer Hashim ◽  
Liu Chao ◽  
Chao Wang
Keyword(s):  
Demographic Factors ◽  
Project Performance ◽  
Project Managers ◽  
Project Manager ◽  
Sustainability Management ◽  
Content Type ◽  
Upper Echelon Theory ◽  
Top Managers ◽  
Project Sustainability ◽  
The Relationship

Purpose Steered by upper echelon theory, this study aims to scrutinize the prevalence of project manager demographic factors (age, education and experience) in project sustainability management and project performance. Design/methodology/approach We used a sample of 209 project managers/supervisor/team leaders who were working in the projects of the China-Pakistan Economic Corridor (CPEC). Findings The results indicate that project manager demographic factors have a significant influence on project performance (except experience) and project sustainability management. Moreover, project sustainability management partially mediates the relationship between age, education and project performance while it fully mediates the path between experience and project performance. Practical implications The research recommends senior, high educated and experienced managers for CPEC who promote sustainability and gain high project performance. Originality/value A number of studies have been carried out to assess the relationship between top managers’ attributes and environmental activities. However, so far, none of the studies has paid attention to the CPEC and projects working in Pakistan.

A practical, multidisciplinary approach for assessing leadership in project management education

2019 ◽  
Vol 11 (1) ◽  
pp. 50-65 ◽  
Author(s):  
Silvia Mazzetto
Keyword(s):  
Project Management ◽  
Systems Engineering ◽  
Leadership Skills ◽  
Project Managers ◽  
Project Manager ◽  
Practical Approach ◽  
Content Type ◽  
Practical Applications ◽  
Working Groups ◽  
College Of Engineering

Purpose The purpose of this paper is to present a practical approach to the teaching of project management as it was applied in the Department of Architecture and Urban Planning and the Department of Industrial and Systems Engineering at the College of Engineering, Qatar University. The leadership skills of the project managers, leading several working groups, were evaluated by running a multidisciplinary collaborative project. Design/methodology/approach The main aim of the research was to propose a practical approach for assessing the extent to which the knowledge and skills of a leader are important for ensuring that a project is completed successfully. The research exercise highlighted the fact that some of the leadership attitudes of the project manager are fundamental to the success of the work. The project manager’s ability to lead a team through the different work stages of a project is seen as a fundamental contributor to its success. Findings This practical approach to the appraisal of leadership brings the theoretical teaching of project management closer to its practical applications, by encouraging students to learn the techniques and tools commonly used in the professional setting. The paper concludes by suggesting that there is a need to focus more attentively on assessing leadership skills when selecting a project manager, in either an academic or a professional context. Originality/value The research exercise highlighted the fact that some of the leadership attitudes of the project manager are fundamental to the success of the work. The project manager’s ability to lead a team through the different work stages of a project is seen as a fundamental contributor to its success.

Ambiguity acceptance and translation skills in the project management literature

2017 ◽  
Vol 10 (2) ◽  
pp. 423-450
Author(s):  
Karmin Gray ◽  
Frank Ulbrich
Keyword(s):  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Two Dimensions ◽  
Project Manager ◽  
Future Research ◽  
Success Factor ◽  
Content Type ◽  
Management Literature ◽  
Knowledge Competencies

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.

Project manager roles in a public change project: the case of a municipal merger

2020 ◽  
Vol 23 (2) ◽  
pp. 155-171
Author(s):  
Jan Terje Karlsen ◽  
Parinaz Farid ◽  
Tim Torvatn
Keyword(s):  
Project Management ◽  
Project Managers ◽  
Project Manager ◽  
Future Research ◽  
Public Project ◽  
Content Type ◽  
Managerial Roles ◽  
Management Roles ◽  
Change Projects ◽  
Depth Interviews

PurposeThis paper investigates the emphasis placed on different managerial roles by the project manager in a public merger and change project.Design/methodology/approachA research model was designed based on six management roles: leader, resource allocator, spokesman, entrepreneur, liaison and monitor. Empirical data were collected using in-depth interviews. The studied case concerns a large public merger and change project between two municipalities in Norway.FindingsThe paper reveals that the project manager emphasized the externally oriented entrepreneur role mostly. The internally oriented resource allocator role that focuses on managing the project was least emphasized. The research identifies a gap between needed and actual competence in basic project management as a barrier to exercise the resource allocator role more thoroughly.Research limitations/implicationsFuture research should investigate other public merger and change projects so that these findings may be generalized.Practical implicationsThis research concludes that project managers in public change projects should be more internally oriented towards the resource allocator role. Furthermore, public project managers need to make sure that they possess the necessary technical project management competence to practice the resource allocator role effectively.Originality/valueRather than stressing the importance of leadership in general to manage a project, this paper is original as it applies a set of management roles to empirically study what a public project manager practice.

The effects of internal stickiness on the success of projects

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Valdemilson de Assis Alves de Araujo ◽  
Isabel Cristina Scafuto ◽  
Fernando Ribeiro Serra ◽  
Leonardo Vils ◽  
Flavio Bizarrias
Keyword(s):  
Project Management ◽  
Knowledge Transfer ◽  
Project Managers ◽  
Transfer Of Knowledge ◽  
Content Type ◽  
The Individual ◽  
Nonparametric Correlation ◽  
The Relationship ◽  
A Company ◽  
Practical Implications

Purpose This study aimed to investigate the effects of internal stickiness (IS) on the success of projects through the perception of managers involved in projects.Design/methodology/approach This study collected 253 valid responses from project managers, using a validated IS scale and project success scale. The results were analyzed using nonparametric correlation due to the nature of the data.Findings The dimensions of success are interrelated, and IS, considering the barriers to knowledge transfer, is negatively related to all of these dimensions. This confirms the importance of the behavior of the individual and the team, rather than only formal processes to avoid IS and positively impact the success of projects.Practical implications The tacit and behavioral component of knowledge management needs to be further explored in practice. Project management activities need to pay greater attention to knowledge development, knowledge transfer and learning between those involved in the project and within a company.Originality/value The study provides a better understanding of knowledge transfer barriers, represented by the IS construct, to the success of projects. The success of projects depends on the relationship with teams that include members of organizational sectors not related to the existence of permanent project management teams. The relationship contributes to the successful transfer of knowledge between the recipient and the source of knowledge according to the recipient's needs.

An empirical examination of the mediating influence of time management on the relationship between adult attention deficit and role stress

2016 ◽  
Vol 45 (4) ◽  
pp. 681-706 ◽  
Author(s):  
Graeme Coetzer
Keyword(s):  
Organizational Development ◽  
Attention Deficit ◽  
Time Management ◽  
Research Study ◽  
Role Stress ◽  
Self Report ◽  
Empirical Examination ◽  
Content Type ◽  
Multimodal Management ◽  
The Relationship

Purpose – The purpose of this paper is to conduct an empirical examination of the mediating influence of time management (TM) on relationship between adult attention deficit (AAD) and role stress (RS). Design/methodology/approach – In total, 117 actively employed business graduate students completed a self-report measure of RS and identified two close associates, one of which completed an observer version of the Brown Attention Deficit Scale while the other complete an observer version of a TM measure. Product moment correlations were used to test the hypotheses that AAD, TM and RS were associated. The Sobel test of mediation was used to test the hypothesis that TM mediated the relationship between AAD and RS. Findings – AAD, TM and RS are associated with each other and TM partially mediates the relationship between AAD and RS. Research limitations/implications – Research study is limited by a measure of AAD that may not fully represent all the key symptom clusters and an indirect workplace sample. Further investigation of AAD symptoms, including potentially positive manifestations like entre/intrapreneurial cognition and behavior, is required to stabilize the content, structure and measurement of the construct. Practical implications – Organizations wishing to ensure timely completion of tasks and limit disruptive RS need to be aware of the influence of AAD. The provision of TM training, productivity management tools and an organized work space free of distractions is suggested for disordered employees. Various forms of organizational coaching including a peer coaching system may help disordered employees better manage both their time and their role. The effective design and management of teams represents a significant opportunity for effectively distributing the potential benefits of the disorder while managing deficits like poor TM and increased RS. Organizational development interventions that focus on TM and role (re)negotiation are suggested. Employee assistance programs that raise awareness and provide access to assessment are an important part of multimodal management of the disorder. Social implications – Increasing social, economic and legal pressures to provide reasonable accommodation for functional but disordered employees and take appropriate advantage of employee diversity underscores the general social value of this research. Originality/value – This research study is the first empirical examination of the mediating influence of TM on the relationship between AAD and RS. The results are of value to researchers, organizational development specialists, human resource management specialists, managers and employees who are seeking effective multimodal management of the disorder in the workplace.

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