scholarly journals Project Managers’ Competencies in International Development Projects: A Delphi Study

SAGE Open ◽  
2021 ◽  
Vol 11 (4) ◽  
pp. 215824402110581
Author(s):  
Rabia Bashir ◽  
Aymen Sajjad ◽  
Shahid Bashir ◽  
Khawaja Fawad Latif ◽  
Saman Attiq
Keyword(s):  
Life Cycle ◽  
International Development ◽  
Delphi Study ◽  
Project Managers ◽  
Research Approach ◽  
Development Projects ◽  
Execution Monitoring ◽  
Project Life Cycle ◽  
Critical Competencies ◽  
Project Life

Project Managers’ (PMs) competencies are critical issues for international development projects (IDPs), and the success of IDPs is largely dependent on how prudently and effectively a PM manages the IDPs operations. So far, the topic of PMs Competencies is mainly explored in the private sector context using a survey-based research approach, and very few attempts have been made to examine the competencies of PMs in the IDPs sector. Accordingly, this study examines the PMs’ competencies at each phase of the project life cycle (Initiation, Planning, Execution, Monitoring and Controlling, and Closing) by drawing on the sample of 15 PMs from the IDPs’ sector by employing a Delphi method, which enables aggregation of experts’ opinions in a more structured and systematic manner. Findings of this study proposed five of the most critical competencies within each phase of the project life cycle and ranked based on their relative importance, for example, leadership, communication, planning, innovation, motivation, etc. The findings contribute to emerging literature and bring new insights on project managers’ competencies in the IDPs sector.

Managing Project Sustainability

2016 ◽  
pp. 708-732
Author(s):  
Gilman C. K. Tam
Keyword(s):  
Life Cycle ◽  
Assessment Tool ◽  
Project Managers ◽  
Evaluation Framework ◽  
Design And Implementation ◽  
Project Life Cycle ◽  
Research Findings ◽  
Project Sustainability ◽  
Key Barrier ◽  
Project Life

Managing project sustainability is becoming important in the last two decades since the Earth Summit in 1992. An increasing number of projects have built in sustainability considerations into project design and implementation. Recent research findings show that lack of sustainability knowledge for project managers is a key barrier to drive projects and programs contributing towards a sustainable society. Definitions and approaches (pillar-based and principles-based) to sustainability in project management together with project manager competence requirements are discussed. The purpose of this chapter is to devise an assessment tool for project managers incorporating the concept of pillar-based and principles-based sustainability approaches as well as the EIA-driven and objectives-led assessment methodologies. Criteria for selecting assessment scheme appropriate to various project initiatives are developed. Integrating selected assessment methodology into sustainability evaluation framework within the project life cycle forms a complete tool. This chapter contributes to devising a practical assessment tool for project managers in managing project sustainability.

Variations in Critical Success Factors Over the Stages in the Project Life Cycle

1988 ◽  
Vol 14 (1) ◽  
pp. 5-18 ◽  
Author(s):  
Jeffrey K. Pinto ◽  
John E. Prescott
Keyword(s):  
Life Cycle ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Managers ◽  
Team Members ◽  
Critical Success ◽  
Life Cycle Stages ◽  
Project Life Cycle ◽  
Ridge Regression Analysis ◽  
Project Life

Afield study was conducted to investigate changes in the importance of project critical success factors across four stages in the project life cycle. A total of 408 project managers or project team members cur-rently involved in a project responded to the questionnaire. Ridge regression analysis was performed on the initially derived ten critical success factors, reducing the final number of critical success factors to eight. A stepwise regression was then done on the critical success factors at each of the four stages in the project life cycle. Results indi-cated that the relative importance of several of the criticalfactors change significantly based on life cycle stages.

scholarly journals Sustainable modeling the life cycle of a real estate development project

2019 ◽  
Vol 135 ◽  
pp. 04041
Author(s):  
Elena Gusakova
Keyword(s):  
Life Cycle ◽  
Strategic Planning ◽  
Real Estate ◽  
Development Project ◽  
Modern Concept ◽  
Real Estate Development ◽  
Development Projects ◽  
Positive Effects ◽  
Project Life Cycle ◽  
Project Life

The most well-thought-out strategic planning of real estate development projects is an extremely urgent task. A real estate development project affects the building area throughout the life cycle. The modern concept of the planning horizon of a development project should be based on the analysis of its full life cycle and the consideration of various positive and negative external effects in design decisions. For this purpose, the accumulated representative experience has been studied, the most relevant and demanded areas of forecast analysis have been identified and analyzed, which determine the strategy and specifics of real estate development projects in the early stages. The following specific areas of analysis of the development project were identified: the long-term trend of development of the building t area, scenarios of the project life cycle, the adaptability of project decisions to changes, involvement of interests of groups of the territorial community in the project, the integration of positive effects at the stages of the project life cycle, the multiplier effects of the project. The structure of the positive effects of the forecast analysis of the project is systematized, the accounting of which extends and strengthens the strategic planning of development and becomes the most significant competitive advantage of the project.

scholarly journals Methodology Proposal for Increasing Swift Trust within Virtual Teams in the Inception Phase of a Project Life-Cycle: Project Manager’s Perspective

2015 ◽  
Vol 1 (1-2) ◽  
pp. 95-109
Author(s):  
Bojan Morić Milovanović ◽  
Tomislav Krišto ◽  
Stjepan Srhoj
Keyword(s):  
Life Cycle ◽  
Virtual Environment ◽  
Virtual Teams ◽  
Team Building ◽  
Project Managers ◽  
Team Members ◽  
Trust Development ◽  
Project Life Cycle ◽  
Swift Trust ◽  
Project Life

AbstractThis paper proposes team building methodology for project managers in virtual teams as means to develop swift trust between new team members in the inception phase of the project life cycle. Proposed methodology encompasses activities within the first three days after the team formation and proposes the measuring tools for monitoring and managing trust development within the project team. Aim of this paper is to provide new insights to various decision makers potentially interested in increasing the performance of project teams operating in virtual environment, such as: investors, business owners and project managers working in virtual environment.

scholarly journals Time Error in Project Management: A Case Study in Yanbu, Saudi Arabia

2016 ◽  
Vol 2 (1) ◽  
pp. 58 ◽  
Author(s):  
Umar Ammar Altahtooh
Keyword(s):  
Saudi Arabia ◽  
Content Analysis ◽  
Life Cycle ◽  
Project Management ◽  
Project Managers ◽  
Time Error ◽  
Project Life Cycle ◽  
Project Life ◽  
Insight Into

Time error is a reality in the majority of projects. This paper presents empirical research which investigates the influence of time error during project life cycle. Data were collected using interviews with project managers and analyzed using content analysis. The findings explore the causes of time error in projects in Yanbu, Saudi Arabia. This study gives an introductory insight into the influence of time error. It finds that time error affects the triple constraints of project management.

Managing Project Sustainability

2015 ◽  
pp. 335-358
Author(s):  
Gilman C. K. Tam
Keyword(s):  
Life Cycle ◽  
Assessment Tool ◽  
Project Managers ◽  
Evaluation Framework ◽  
Design And Implementation ◽  
Project Life Cycle ◽  
Research Findings ◽  
Project Sustainability ◽  
Key Barrier ◽  
Project Life

Managing project sustainability is becoming important in the last two decades since the Earth Summit in 1992. An increasing number of projects have built in sustainability considerations into project design and implementation. Recent research findings show that lack of sustainability knowledge for project managers is a key barrier to drive projects and programs contributing towards a sustainable society. Definitions and approaches (pillar-based and principles-based) to sustainability in project management together with project manager competence requirements are discussed. The purpose of this chapter is to devise an assessment tool for project managers incorporating the concept of pillar-based and principles-based sustainability approaches as well as the EIA-driven and objectives-led assessment methodologies. Criteria for selecting assessment scheme appropriate to various project initiatives are developed. Integrating selected assessment methodology into sustainability evaluation framework within the project life cycle forms a complete tool. This chapter contributes to devising a practical assessment tool for project managers in managing project sustainability.

scholarly journals The execution of infrastructure project life-cycle

2019 ◽  
Vol 258 ◽  
pp. 02017
Author(s):  
Debby Willar ◽  
Estrellita V. Y. Waney ◽  
Novatus Senduk
Keyword(s):  
Life Cycle ◽  
Delphi Study ◽  
Service Providers ◽  
Public Works ◽  
Infrastructure Projects ◽  
Project Life Cycle ◽  
Infrastructure Project ◽  
The Government ◽  
Project Life ◽  
Selection Of

The significant increase in Indonesian construction sector activity nowadays is also influenced by government financing for infrastructure projects. Therefore, the government needs to ensure that the infrastructure projects are consistently constructed along the project life-cycle. Phases of the infrastructure project life-cycle implemented in the Ministry of Public Works and Housing consist of 1) planning, 2) selection of service providers, 3) construction processes, and 4) construction product hand-over. Data collection using three rounds of Delphi Study was undertaken to empirically test the level of implementation of the project life-cycle indicators, which are used as standards to construct infrastructure projects. The respondents of the studies came from sectors who were executing infrastructure projects in the areas of Cipta Karya, Bina Marga, Sumber Daya Air, and Penyediaan Perumahan. The results of the studies concluded that the sectors have understood and implemented most of the indicators, however, different levels of implementation have existed along with the barriers of the implementation. From the studies, profiles of the execution of infrastructure project life-cycle were provided as references for the government to evaluate the performance of the sectors, as well as to take corrective actions to improve their performance.

scholarly journals Owner capabilities in social infrastructure projects: towards an expansion of the dynamic capabilities’ framework

2020 ◽  
Vol 13 (6) ◽  
pp. 1263-1282
Author(s):  
Maria Luz Gulino ◽  
Natalya Sergeeva ◽  
Graham Winch
Keyword(s):  
Life Cycle ◽  
Dynamic Capabilities ◽  
Research Approach ◽  
Infrastructure Projects ◽  
Social Infrastructure ◽  
Structured Interviews ◽  
Content Type ◽  
Project Life Cycle ◽  
Infrastructure Project ◽  
Project Life

PurposeThe project organising literature has increasingly paid attention to the dynamic capabilities required for the development of projects. The current research aims to expand the dynamic capabilities framework by including owner capabilities required throughout the whole project life cycle.Design/methodology/approachThe research uses an interpretive qualitative research approach. Nineteen semi-structured interviews were conducted with the key actors of a social infrastructure project.FindingsThe findings suggest that the expansion of the dynamic capabilities framework to include owner capabilities required throughout a project life cycle could positively impact the success of a project. “Transformational capabilities” are recommended to enable the owner to overcome challenges and lead the evolution towards project organisations that are capable of transforming its outputs into beneficial use.Originality/valueExisting research on dynamic capabilities does not address the particular challenges of social infrastructure projects such as housing. The current research fills this gap by exposing the challenges experienced by owners in the development of certain capabilities and their impact on the performance of a project.

scholarly journals Shared Leadership and Team Effectiveness: An Investigation of Whether and When in Engineering Design Teams

2021 ◽  
Vol 11 ◽  
Author(s):  
Qiong Wu ◽  
Kathryn Cormican
Keyword(s):  
Life Cycle ◽  
Engineering Design ◽  
Shared Leadership ◽  
Team Effectiveness ◽  
Best Practice ◽  
Project Managers ◽  
Design Teams ◽  
Team Process ◽  
Project Life Cycle ◽  
Project Life

Shared leadership is lauded to be a performance-enhancing approach with applications in many management domains. It is conceptualized as a dynamic team process as it evolves over time. However, it is surprising to find that there are no studies that have examined its temporally relevant boundary conditions for the effectiveness of the team. Contributing to an advanced understanding of the mechanism of shared leadership in engineering design teams, this research aims to investigate whether shared leadership is positively related to team effectiveness and when shared leadership is more likely to be effective. Using a field sample of 119 individuals in 26 engineering design teams from China and the technique of social network analysis, we found that, consistent with cognate studies, shared leadership is positively related to team effectiveness when measured in terms of team task performance and team viability. Moreover, by integrating the project life cycle as a moderator, this study is among the first to investigate the temporal factors, for the effectiveness of shared leadership. The result shows that the stage of the project life cycle moderates the positive shared leadership-team effectiveness relationship, such that this association is stronger at the early phase than at the later phase of the project. Overall, these findings offer insightful thoughts to scholars in the field of shared leadership and bring practical suggestions for project managers in business who seek to implement best practice in organizations toward high team effectiveness.

Success Criteria and Factors for International Development Projects: A Life-Cycle-Based Framework

2008 ◽  
Vol 39 (1) ◽  
pp. 72-84 ◽  
Author(s):  
Do Ba Khang ◽  
Tun Lin Moe
Keyword(s):  
Life Cycle ◽  
International Development ◽  
Development Projects ◽  
For Profit ◽  
Project Completion ◽  
Not For Profit ◽  
Success Criteria ◽  
Key Stakeholders ◽  
Managerial Implications ◽  
Project Life

The paper presents a new conceptual model for not-for-profit international development projects that identifies different sets of success criteria and factors in the project life-cycle phases and then provides the dynamic linkages among these criteria and factors. The model can serve as a basis to evaluate the project status and to forecast the results progressively throughout the stages. Thus, it helps the project management team and the key stakeholders prioritize their attention and scarce development resources to ensure successful project completion. Empirical data from a field survey conducted in selected Southeast Asian countries confirm the model's validity and also illustrate important managerial implications.

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