The project manager core competencies to project success

2019 ◽  
Vol 13 (2) ◽  
pp. 277-292 ◽  
Author(s):  
Jeferson Carvalho Alvarenga ◽  
Robson Rosa Branco ◽  
André Luis Azevedo Guedes ◽  
Carlos Alberto Pereira Soares ◽  
Wainer da Silveira e Silva
Keyword(s):  
Interpersonal Communication ◽  
Project Success ◽  
Core Competencies ◽  
Project Managers ◽  
Project Manager ◽  
Theory And Practice ◽  
Content Type ◽  
Constant Change ◽  
Multivariate Procedures ◽  
Practical Implications

Purpose The past few decades have produced a number of investigations into the correlation between project managers’ competencies and project success. As a result, competencies lists have become extensive “shopping lists.” The purpose of this paper is to define the most important competencies to project success and investigate their correlations. Design/methodology/approach The authors surveyed project managers on the importance of 28 project manager competencies to project success. Data were analyzed using univariate and multivariate procedures. Findings Data show that communication, commitment and leadership appear as the three most relevant aspects. Multivariate analysis identified seven groups of competencies: leadership, self-management, interpersonal, communication, technical, productivity and managerial. Practical implications The results confirm a growing trend toward soft skills and reinforce the need for an update on project management education to fill the gap between theory and practice. Originality/value Project manager competencies lists have become too extensive, and the field is in constant change; therefore, this study updates the discussion and downsizes the number of competencies to fewer, more relevant items.

Leading the way: how project manager strengths can influence team resilience

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Case Studies ◽  
Reading Time ◽  
Project Managers ◽  
Project Manager ◽  
Content Type ◽  
Signature Strengths ◽  
Team Resilience ◽  
Pertinent Information ◽  
The Impact ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The study takes empirical data from three case studies of projects that have faced setbacks to explore the impact of project manager signature strengths on team resilience and finds that four signature strengths, leadership, open-mindedness, persistence and hope, were present in project managers across all three case studies. Originality The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Empirical comparison of traditional plan-based and agile methodologies

2017 ◽  
Vol 30 (3) ◽  
pp. 400-453 ◽  
Author(s):  
Arthur Ahimbisibwe ◽  
Urs Daellenbach ◽  
Robert Y. Cavana
Keyword(s):  
Software Development ◽  
Project Success ◽  
Time Budget ◽  
Project Managers ◽  
Development Projects ◽  
Potential Threat ◽  
Content Type ◽  
Agile Methodologies ◽  
Project Objectives ◽  
Practical Implications

Purpose Aligning the project management methodology (PMM) to a particular project is considered to be essential for project success. Many outsourced software projects fail to deliver on time, budget or do not give value to the client due to inappropriate choice of a PMM. Despite the increasing range of available choices, project managers frequently fail to seriously consider their alternatives. They tend to narrowly tailor project categorization systems and categorization criterion is often not logically linked with project objectives. The purpose of this paper is to develop and test a contingency fit model comparing the differences between critical success factors (CSFs) for outsourced software development projects in the current context of traditional plan-based and agile methodologies. Design/methodology/approach A theoretical model and 54 hypotheses were developed from a literature review. An online Qualtrics survey was used to collect data to test the proposed model. The survey was administered to a large sample of senior software project managers and practitioners who were involved in international outsourced software development projects across the globe with 984 valid responses. Findings Results indicate that various CSFs differ significantly across agile and traditional plan-based methodologies, and in different ways for various project success measures. Research limitations/implications This study is cross-sectional in nature and data for all variables were obtained from the same sources, meaning that common method bias remains a potential threat. Further refinement of the instrument using different sources of data for variables and future replication using longitudinal approach is highly recommended. Practical implications Practical implications of these results suggest project managers should tailor PMMs according to various organizational, team, customer and project factors to reduce project failure rates. Originality/value Unlike previous studies this paper develops and empirically validates a contingency fit model comparing the differences between CSFs for outsourced software development projects in the context of PMMs.

The evaluation of core competencies in networks: the network competence report

2017 ◽  
Vol 18 (1) ◽  
pp. 189-216 ◽  
Author(s):  
Francesca Francioli ◽  
Massimo Albanese
Keyword(s):  
Intellectual Capital ◽  
Design Methodology ◽  
Core Competencies ◽  
Theory And Practice ◽  
Structured Interviews ◽  
Content Type ◽  
Proposed Model ◽  
Network Competence ◽  
Practical Implications ◽  
Insight Into

Purpose The purpose of this paper is to propose a model to disclose, report, and manage intellectual capital (IC) in a network of companies. To this end, it provides a monetary evaluation of core competencies (CCs), which may be defined as a bundle of various types of intangibles, aggregating their value into a network statement, called a network competence report (NCR). Design/methodology/approach The paper utilises the interventionist approach. The intervention was conducted by the authors and studied through joint reflections on documentation from meetings and individual, semi-structured interviews. Findings The NCR makes IC more transparent, thereby allowing companies and network managers to assess the strengths and weaknesses of CCs with a consequent potential insight into their potential earnings. Research limitations/implications This method is labour-intensive, especially in its first application, and the data collection requires considerable company involvement. The interventionist approach may have influenced the empirical results, which may be affected by subjectivity. As the paper involves a single network, care should be taken in generalising its empirical evidence. Practical implications In making IC management more effective, the NCR is valuable for academics, management, political authorities and, more generally, for a network’s stakeholders. The NCR is a tool for internal and external communication purposes, creating the conditions to mobilise IC. The proposed model supports the diagnosis of networks by providing CC maps and assessments relevant to their governance and competitiveness. The NCR depicts company and network CCs, allowing intertemporal comparisons that facilitate understanding of the effectiveness of the network’s actions and the importance of belonging to it. Originality/value This paper represents a first attempt to evaluate, in monetary terms, CCs in a network. Its value lies in its practical implications. Moreover, the paper investigates IC in applied terms, contributing to reducing the gap between theory and practice.

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.

Managing project scope creep in construction industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mian M. Ajmal ◽  
Mehmood Khan ◽  
Angappa Gunasekaran ◽  
Petri T. Helo
Keyword(s):  
Factor Analysis ◽  
Construction Industry ◽  
United Arab Emirates ◽  
Construction Projects ◽  
Design Methodology ◽  
Project Success ◽  
Project Managers ◽  
Content Type ◽  
Confirmatory Factor ◽  
Practical Implications

PurposeProject scope creep is a nightmare and nearly intolerable task. Most project managers struggle to curtail the expanse and degree of scope creep. This study examines different likely project scope creep factors associated with the construction industry projects.Design/methodology/approachAfter many brainstorming sessions with construction stakeholders, several project scope creep factors were identified. Then, a detailed survey was executed in big construction projects of the United Arab Emirates (UAE). The data were analyzed using exploratory factor analysis (EFA) and confirmatory factor analysis (CFA).FindingsThe results derived and validated five conspicuous factors leading to project scope creep. Respectively, the highest and the lowest impact on project scope appears to be imposed by tasks/specifications and complexity/uncertainty.Practical implicationsIt offers crucial support to the project stakeholders in scrutinizing different factors that stand as hurdles to project success and allows them to seek remedies to resolve them.Originality/valueIt is among the first study in the region that identifies and validates the factors that hinder construction project success.

Evaluating the effect of motivational dimensions on the construction project managers in Jordan

2018 ◽  
Vol 25 (3) ◽  
pp. 412-424 ◽  
Author(s):  
Mohammed Shurrab ◽  
Ghaleb Abbasi ◽  
Razan Al Khazaleh
Keyword(s):  
Personal Development ◽  
Project Success ◽  
Construction Project ◽  
Project Managers ◽  
Project Manager ◽  
Motivational Factors ◽  
Construction Sector ◽  
Likert Scales ◽  
Content Type ◽  
Construction Organizations

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.

Dave Snowden on KM and big data/analytics: interview with David J. Pauleen

2017 ◽  
Vol 21 (1) ◽  
pp. 12-17 ◽  
Author(s):  
David J. Pauleen
Keyword(s):  
Big Data ◽  
Data Analytics ◽  
Big Data Analytics ◽  
Theory And Practice ◽  
Content Type ◽  
Face To Face ◽  
The Relationship ◽  
A Company ◽  
Practical Implications ◽  
Scientific Officer

Purpose Dave Snowden has been an important voice in knowledge management over the years. As the founder and chief scientific officer of Cognitive Edge, a company focused on the development of the theory and practice of social complexity, he offers informative views on the relationship between big data/analytics and KM. Design/methodology/approach A face-to-face interview was held with Dave Snowden in May 2015 in Auckland, New Zealand. Findings According to Snowden, analytics in the form of algorithms are imperfect and can only to a small extent capture the reasoning and analytical capabilities of people. For this reason, while big data/analytics can be useful, they are limited and must be used in conjunction with human knowledge and reasoning. Practical implications Snowden offers his views on big data/analytics and how they can be used effectively in real world situations in combination with human reasoning and input, for example in fields from resource management to individual health care. Originality/value Snowden is an innovative thinker. He combines knowledge and experience from many fields and offers original views and understanding of big data/analytics, knowledge and management.

The impact of project methodologies on project success in different project environments

2016 ◽  
Vol 9 (2) ◽  
pp. 364-388 ◽  
Author(s):  
Robert Joslin ◽  
Ralf Müller
Keyword(s):  
Project Success ◽  
Research Model ◽  
Content Type ◽  
Industrial Sectors ◽  
Project Environment ◽  
Project Governance ◽  
The Impact ◽  
Matching Techniques ◽  
The Relationship ◽  
Practical Implications

Purpose – The purpose of this paper is to qualitatively validate the constructs of a theoretically derived research model while gaining insights to steer the direction of a greater study on methodologies, their elements, and their impact on project success. In doing so, to investigate whether different project environments, notably project governance, impacts the relationship between methodologies and project success. Design/methodology/approach – A deductive approach was applied to validate a theoretically derived research model. In total, 19 interviews across 11 industrial sectors and four countries were used to collect data. Pattern-matching techniques were utilized in the analysis to deductively validate the research model. Findings – There is a positive relationship between project methodology elements and the characteristics of project success; however, environmental factors, notably project governance, influence the use and effectiveness of a project methodology and its elements with a resulting impact on the characteristics of project success. Research limitations/implications – Project governance plays a major role in the moderating effect of a project methodology’s effectiveness. Contingency theory is applicable to a project’s methodology’s selection and its customization according to the project environment. Practical implications – Understand the impact of project methodologies and their elements on the characteristics of project success while being moderated by the project environment, for example, the risk of suboptimal project performance due to the effectiveness of methodology elements being negatively impacted by the project environment. Originality/value – The impact of a project methodology (collection of heterogeneous-related elements) on the characteristics of project success is identified while being moderated by the project environment, notably project governance.

Agile ascension

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Competitive Advantage ◽  
Case Studies ◽  
Learning Strategies ◽  
Design Methodology ◽  
Reading Time ◽  
Core Competencies ◽  
Content Type ◽  
Agile Learning ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Agile learning strategies and agile core competencies are crucial to the success of organizations in the digital economy. These principles can be adopted by others to gain and maintain competitive advantage. 10; 10; Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Enhancing the impact of transformational leadership and team-building on project success: the moderating role of empowerment climate

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shazia Nauman ◽  
Ata Ul Musawir ◽  
Hina Munir ◽  
Imran Rasheed
Keyword(s):  
Transformational Leadership ◽  
Social Information Processing ◽  
Project Success ◽  
Team Building ◽  
Project Managers ◽  
Content Type ◽  
Social Information Processing Theory ◽  
Beneficial Effects ◽  
Processing Theory ◽  
Empowerment Climate

PurposeThis study examines the mechanisms and conditions that influence how transformational leadership affects project success through the lens of social information processing theory.Design/methodology/approachA dual-stage moderated mediation model was proposed wherein the effect of transformational leadership on project success is mediated by team building, and empowering climate moderates the direct and indirect effects at both the first and second stages. The model was tested based on 370 survey responses of project management practitioners from Pakistan's IT industry. The measurement model was analyzed using confirmatory factor analysis (CFA). Moderated mediation analyses were conducted using Hayes' PROCESS macro.FindingsThe findings suggest that team-building partially mediates the effect of transformational leadership on project success. Furthermore, the conditional indirect effect of transformational leadership on project success via team-building is strengthened at both the first and second stages at higher levels of empowerment climate.Practical implicationsIt is recommended that project managers and project-intensive organizations should strive to cultivate an empowerment climate to fully realize the beneficial effects of transformational leadership behaviors in enhancing positive team outcomes and, consequently, overall project performance.Originality/valueThis study broadly contributes to the literature on the influence of project managers' leadership styles on project outcomes. Specifically, we elucidate the role of empowerment climate as an important boundary condition that enhances the beneficial effects of transformational leadership. Furthermore, we extend the application of social information processing theory to the context of projects.

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