Project Manager’s Competencies in Renewable Energy Projects

2017 ◽  
Vol 6 (3) ◽  
pp. 19-25
Author(s):  
Екатерина Логинова ◽  
Ekaterina Loginova
Keyword(s):  
Renewable Energy ◽  
Project Management ◽  
Project Managers ◽  
Project Manager ◽  
The Other ◽  
Professional Experience ◽  
Engineering Project ◽  
Engineering Project Management ◽  
Energy Projects ◽  
Job Advertisements

This research examines renewable energy (RE) project manager competencies required by USA labor market using the analyses of project manager Internet job advertisements. It was realized by collecting and coding the requirements from the job advertisements in April 2017. 1500 vacancies were found by the website, but only 150 of them were relevant for this work (they were filtered according to some formal criteria). From the data obtained from advertisement analyses, the pool of job candidate’s competencies required by the market was compiled. The most common requirements were compared with IPMA and SOVNET competency standards for project managers. The research shows that companies are seeking a candidate with bachelor degree in engineering, project management and specific sectorial certificates, 6 years of professional experience related to project management. Some competencies coincide with the standards and the other are referred to specific RE skills.

scholarly journals Is an Engineering Project Management Degree Worth it? Developing Agile Digital Skills for Future Practice

2021 ◽  
Author(s):  
Nicholas Dacre ◽  
PK Senyo ◽  
David Reynolds
Keyword(s):  
Project Management ◽  
Digital Technologies ◽  
Project Managers ◽  
Engineering Project ◽  
Research Engagement ◽  
Engineering Managers ◽  
Engineering Project Management ◽  
Digital Skills ◽  
Complex Project ◽  
Future Practice

Engineering managers are progressively tasked with leveraging digital technologies and innovations which have yet to be fully developed, to seek out opportunities and challenges in complex project contexts. However, there is a disparity between knowledge gained from engineering development programmes, and the rapidly changing landscape of modern project practice, which requires professionals to effectively engage and deploy relevant agile digital skills in practice. For example, complex engineering projects increasingly employ dynamic digital technologies such as Artificial Intelligence (AI), Big Data, Augmented and Virtual Reality (AR / VR), 3D Printing, and Digital Twins, which require managers to quickly adapt to changing constraints through agile digital skills. Therefore, this paper seeks to focus on exploring the role of engineering project management programmes in developing knowledge and agile digital skills relevant for future project practice. Through an outline review of project management development programmes, this research paper suggests that their inherent value for engineering project managers, is largely dependent on a combination of applied research, engagement, and agile digital skills development for future practice.

scholarly journals Project Management Yinyang: Coupling project success and client satisfaction

2017 ◽  
Vol 4 ◽  
pp. 5523
Author(s):  
Greg Stewart Usher ◽  
Stephen Jon Whitty
Keyword(s):  
Project Management ◽  
Lived Experience ◽  
Client Satisfaction ◽  
Project Success ◽  
Project Managers ◽  
Project Manager ◽  
The Other ◽  
Language Games ◽  
Tightly Coupled ◽  
Paradox Theory

Our research applies paradox theory to a project management construct to help project management researchers and practitioners understand the tensions that can exist between project success and client satisfaction. Our research highlights that although project success and client satisfaction are both present within a project management construct, they also belong to different functional systems. Project success and client satisfaction have different systemic-discourses and use different language games to convey information. These distinctions can create latent and sometimes salient tensions within the project management construct that project managers must understand, embrace, and work with.We have used a Grounded Theory (GT) methodology to explore the lived experience of project managers, and from this have identified a phenomenon which we have termed project management yinyang.Project management yinyang is the state that exists when both project success and Client satisfaction are tightly coupled within the project management construct. Project management yinyang highlights that these two phenomena cannot be viewed as separate elements because the ‘seed’ of each exists within the other. And to truly achieve one, you must also achieve the other.Our findings indicate that in order to create project management yinyang the project manager must embrace a paradoxical yet holistic philosophy. They must understand the complementarity, interdependency, and structural coupling that exists between the positivist and interpretivist paradigms within the project management construct. They must understand how satisfaction (Yin) and success (Yang) are created through focus. Furthermore, they must understand how project management yinyang is separate from, but borne from, the convergence of the other two elements.

PROJECT MANAGERS' RESPONSIBILITIES IN MULTIDISCIPLINARY COLLABORATION PROJECTS: A CASE STUDY IN EDUCATION

2019 ◽  
Vol 6 (1) ◽  
Author(s):  
Silvia Mazzetto
Keyword(s):  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Project Manager ◽  
The Other ◽  
Close Correspondence ◽  
Collaborative Project ◽  
Multidisciplinary Collaboration ◽  
College Of Engineering

The success of a project is not only built upon the performance of the team involved but also on the contribution of the project manager and the other participants such as the client, stakeholders, consultant, suppliers, and authorizing bodies. In particular, the project managers' contribution in coordinating and leading the participants is fundamental to the project success. The research hypothesis addressed in this paper is to investigate how a multidisciplinary collaboration experience between two departments, using a Work-Based Learning (WBL) method, can improve students' training while handling responsibilities in project management. This paper presents a practical approach to the teaching of Project Management, based on multidisciplinary collaboration protocol developed by the College of Engineering at Qatar University. Collaboration between two Project Management courses was repeated for two years, involving students of both disciplines in a joint assignment (a collaborative project). During the experience, the project managers' responsibilities were analyzed and evaluated by the students. Outcomes of the study show that because there is a close correspondence between project manager's skills, interpersonal action, and readiness to take responsibility, the success of a project is strongly influenced by the capabilities of its leader. The paper meditates on the contribution of the multidisciplinary experience in developing students' capabilities and responsibilities when working on a collaborative project, improving entrepreneurship's performance and building new ways of collaboration in higher education.

The Application of Physical Planning Theory in Objective Management

2011 ◽  
Vol 94-96 ◽  
pp. 2238-2242
Author(s):  
Yan Qun Tang ◽  
Wei Zeng
Keyword(s):  
Decision Making ◽  
Project Management ◽  
Comprehensive Evaluation ◽  
Cost Optimization ◽  
Time Limit ◽  
Physical Planning ◽  
Planning Theory ◽  
Engineering Project ◽  
Project Cost ◽  
Engineering Project Management

Basing on the analysis of problems existing in the comprehensive decision-making and balanced optimizing of project programs, the writer has introduced the method of physical planning to solve the problems of comprehensive decision-making and optimizing in the quality of the project management – time limit for a project - cost, and established the quality - time limit for a project- cost comprehensive evaluation and decision model as well as the quality - time limit for a project - cost optimization model. The proposed method has been proved effective through the cases of highway engineering project management.

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