scholarly journals Requirements for Project Managers—What Do Job Advertisements Say?

2021 ◽  
Vol 13 (23) ◽  
pp. 12999
Author(s):  
Marcin Wyskwarski
Keyword(s):  
Text Mining ◽  
Latent Dirichlet Allocation ◽  
Text Processing ◽  
Project Managers ◽  
Project Manager ◽  
Current Trends ◽  
Job Offers ◽  
Job Advertisements ◽  
Future Project

The growing number of projects and the key role of project managers in their implementation makes the competencies of managers a subject of many studies. An attempt can be made to determine the project manager competencies that employers appreciate the most through analyses of job advertisements. Due to a very large number of job advertisements, it may be difficult or even impossible to analyze their content manually. A solution may be to fetch and process job advertisements automatically. The main purpose of this paper was to identify the project manager competencies that are the most desired by employers. An analysis of job advertisements was performed to identify the project manager competencies required by employers. Job advertisements were automatically downloaded from online job boards. Fragments of job advertisements that described requirements were analyzed with text mining. The analysis included preprocessing, building of corpora of documents, construction of document-term matrices, application of traditional data mining methods, and Latent Dirichlet Allocation (LDA), which is a popular topic modeling algorithm. After the initial text processing (all characters except letters were removed, uppercase letters were converted to lowercase letters, words deemed useless were removed, and words were converted to their basic form), n-grams were built, and topics identified with LDA were generated. The most frequently used words and n-grams, along with the identified topics, were graphically represented. The meanings of the words and sentences were not analyzed in the text mining analysis of the job advertisements. The analysis did not take into account whether the words appeared side by side in the document-except for the intentional creation of n-grams (such as “communication skill”). The analysis, however, facilitated the identification of certain patterns and regularities in the occurrence of specific strings in the documents (fragments of advertisements describing the requirements). The interpretation of the results is based on the frequency of words and n-grams and frequency of words in topics identified by the LDA algorithm. This paper contributes to science by showing that text mining of job offers can, to some extent, help determine project manager competencies in demand. The method can be used by organizations training future project managers to modify and better adapt curricula to the needs of the labor market. It can be used to monitor the current trends in project manager requirements as well.

Project Managers’ Competence Identification

2011 ◽  
Vol 2 (1) ◽  
pp. 33-47 ◽  
Author(s):  
Heli Aramo-Immonen ◽  
Andrea Bikfalvi ◽  
Núria Mancebo ◽  
Hannu Vanharanta
Keyword(s):  
Project Managers ◽  
Project Manager ◽  
Holistic View ◽  
Future Studies ◽  
Self Evaluation ◽  
Knowledge Intensive ◽  
Set Up ◽  
Future Project ◽  
Global Project

The objective of this article is to help align higher education of future project managers to the contemporary requirements of global project business. The perspective is project managers’ competencies in knowledge intensive industry, such as in IT branch. In this paper, it is considered that a holistic view of competence self-evaluation helps to assess the current intentional change. The system introduced supports decision making by measuring and capturing the actual drivers designed specifically for the role of project manager. Generalizing the competence identification process appears to be more constructive than detailing about competence content itself. This study brings valuable and novel empirical data using a sample of students acting as project managers in Spain and a sample of experienced project managers from Finland. A number of possible future studies using the same experimental set up are apparent.

‘Smart' Project Management

2016 ◽  
pp. 179-192
Author(s):  
Céline M. Silvius ◽  
Gilbert Silvius
Keyword(s):  
Project Management ◽  
Mobile Devices ◽  
Project Managers ◽  
Project Manager ◽  
Team Collaboration ◽  
Team Members ◽  
Explorative Study ◽  
Management Processes ◽  
Share Information

Mobile devices and applications are changing the way individuals gather, process and share information. A development which also applies to project management. This chapter reports an explorative study on the functionality of 50 project management apps. The apps were analyzed on the variables: type of functionality, project management processes supported, methodology/standard supported, topics covered, website support, languages supported, project roles supported, number of team members supported and number of projects supported. Our analysis showed that the functionality of project management apps today is mainly focused on two application areas: (A) Supporting the role of the project manager individually in the planning/organizing processes of the project and (B) Supporting team communication and team collaboration. Lacking in functionality seems to be the communication/collaboration with project sponsor and other stakeholders. Based on our study we recommend project managers to be selective when starting to use project management apps.

Evolution of project management studies in the XXI century

2020 ◽  
Vol 13 (4) ◽  
pp. 867-888
Author(s):  
Sławomir Wawak ◽  
Krzysztof Woźniak
Keyword(s):  
Project Management ◽  
Text Mining ◽  
Design Methodology ◽  
Project Managers ◽  
Time Span ◽  
Content Type ◽  
Current Trends ◽  
Scientific Papers ◽  
Expert Analysis ◽  
Number Of Publications

PurposeThe objectives of the study were to demonstrate the suitability of methodology based on a text mining toolset for detecting trends in scientific papers and to find trends that were present in the field of project management during the research time span (2000–2019).Design/methodology/approachAn approach based on text mining tools supported by expert analysis was adopted due to an extensive number of publications in the field of project management. The novelty of the approach lies in the proposed method of trends discovery instead of the commonly used trends predefinition. The use of computer support allowed the full texts of papers, and not only abstracts, to be analysed, which significantly increased the reliability of the achieved results. Overall, 3,544 papers from seven journals were analysed.FindingsAs a result, 43 trends were discovered including seven long-lasting, four declining, 17 emerging and 15 ephemeris trends. Trends were analysed in comparison with the results of previous studies and project management frameworks. New trends and potential gaps were discussed.Originality/valueThe results highlight the topics of research that gain popularity among researchers, and which are related to the current problems that arise in project management. Therefore, the results can help focus studies on the most important areas, as well as find new ones which are not so popular yet. The knowledge of current trends is also important for those project managers who seek to improve the efficiency of their work.

scholarly journals The Impact of Project Manager Soft Competences on Project Sustainability

2020 ◽  
Vol 12 (16) ◽  
pp. 6537
Author(s):  
Jian Xue ◽  
Zeeshan Rasool ◽  
Aqsa Gillani ◽  
Ahmad Imran Khan
Keyword(s):  
Structural Equation ◽  
Positive Impact ◽  
Project Managers ◽  
Project Manager ◽  
Equation Modeling ◽  
Project Sustainability ◽  
Relationship Of ◽  
The Impact ◽  
The Given

The current study suggests a different and innovative view by testing a unique combination of variables, which are unproven in a single model for the purpose of increasing the ratio of sustainable projects. The project manager can use the model to look their projects and can compose necessary changes for better outcomes. The study objects to postulate the competence breach of project managers with regard to sustainability, and to deliver direction that how to fulfill the research gap. The given work is centered on the result of project supervisor soft capabilities on project sustainability mediated by innovation. To achieve this aim, deductive approach was adopted. The sample size of the study was 242 respondents, and data were collected from software houses. The collected data were then analyzed by doing the structural equation modeling in PLS-SEM in order to examine the relationships. The outcomes demonstrate positive impact of project manager soft competences on project sustainability and mediating impact of innovation among the relationship of project manager soft competences and project sustainability. Innovation is directly linked to project sustainable development, and was accepted, which aligns with the previous studies. This research reflects the role of project manager soft competences on innovation and project sustainability. The study is unique in its scope and implications as the focus is upon empirical investigation of the project manager soft competences and project sustainability in the context of Pakistan.

scholarly journals SUSTAINABLE ARCHITECTURE IN PRESCHOOL EDUCATIONAL ESTABLISHMENTS

2020 ◽  
Vol 22 (6) ◽  
pp. 61-69
Author(s):  
S. V. Ilvitskaya ◽  
I. V. Mykhaylova
Keyword(s):  
South Korea ◽  
Information Age ◽  
Climatic Conditions ◽  
Qualitative Approach ◽  
Design Engineering ◽  
Project Implementation ◽  
Sustainable Architecture ◽  
Current Trends ◽  
Future Project

The role of sustainable architecture with the introduction of innovative technologies become more and more important. Today, the search for new architectural solutions is closely connected with the information age, structural processes in culture, nature and climatic conditions. This reduces to studying the current problems of design engineering of preschool educational establishments. The purpose of this paper is to identify the current trends in sustainable architecture of preschool educational establishments abroad. The paper discusses the implemented projects of preschool educational establishments in Colombia, Italy, Germany, Norway, Vietnam, China, South Korea, Japan. The analysis of the data obtained shows three main principles of sustainable architecture, namely eco-sustainability, integrity and adaptability. The paper proposes new approaches to design engineering of modern preschool educational establishments, which can become the basis for the construction development in Russia and the qualitative approach to the future project implementation of preschool educational establishments.

THE ROLE OF LEADERSHIP BEHAVIOUR OF PROJECT MANAGER IN MANAGING THE FUZZY FRONT END IN THE DEVELOPMENT OF RADICAL AND INCREMENTAL INNOVATION

2020 ◽  
pp. 2150022
Author(s):  
DANUPOL HOONSOPON ◽  
WILERT PURIWAT
Keyword(s):  
New Product ◽  
Project Managers ◽  
Project Manager ◽  
Product Performance ◽  
Incremental Innovation ◽  
Innovation Development ◽  
Fuzzy Front End ◽  
Front End ◽  
Leadership Behaviour

Existing theories of organisational behaviour have addressed the relationship between the role of leadership behaviour of project manager and outcomes of subordinates in developing new products (e.g., improving innovation speed and new product performance). However, only a small number of researchers have investigated the impact of leadership behaviour on the fuzzy front end. Specifically, the role of leadership behaviour in reducing uncertainty in the fuzzy front end for each innovation type has been largely overlooked. Apart from employing the path-goal theory and using survey research, this research collects data from the food & beverage, pharmaceutical, and biotechnology industries in Thailand ([Formula: see text]) and analyses the data with structural equation modeling. Our results can contribute how the leadership behaviour of project manager impacts on development of each type of product innovation. The findings reveal that the directive path-goal behaviour of project managers helps to reduce uncertainty in the fuzzy front end during incremental innovation development. In contrast, achievement-oriented behaviour of project managers helps to reduce uncertainty in the fuzzy front end during radical innovation development. Additionally, reducing uncertainty in the fuzzy front end can enhance the new product performance of these two types of innovation.

‘Smart' Project Management

2016 ◽  
pp. 579-593
Author(s):  
Céline M. Silvius ◽  
Gilbert Silvius
Keyword(s):  
Project Management ◽  
Mobile Devices ◽  
Project Managers ◽  
Project Manager ◽  
Team Collaboration ◽  
Team Members ◽  
Explorative Study ◽  
Management Processes ◽  
Share Information

Mobile devices and applications are changing the way individuals gather, process and share information. A development which also applies to project management. This chapter reports an explorative study on the functionality of 50 project management apps. The apps were analyzed on the variables: type of functionality, project management processes supported, methodology/standard supported, topics covered, website support, languages supported, project roles supported, number of team members supported and number of projects supported. Our analysis showed that the functionality of project management apps today is mainly focused on two application areas: (A) Supporting the role of the project manager individually in the planning/organizing processes of the project and (B) Supporting team communication and team collaboration. Lacking in functionality seems to be the communication/collaboration with project sponsor and other stakeholders. Based on our study we recommend project managers to be selective when starting to use project management apps.

Sustainability Assessment for Project Managers

2013 ◽  
pp. 288-302 ◽  
Author(s):  
Gilman C. K. Tam
Keyword(s):  
Project Management ◽  
Assessment Tool ◽  
Sustainability Assessment ◽  
Project Managers ◽  
Project Manager ◽  
Evaluation Framework ◽  
Implementation Project ◽  
Design And Implementation ◽  
Project Sustainability

In the two decades since the Earth Summit in 1992, an increasing number of projects have built sustainability considerations into project design and implementation. Project managers without knowledge and guidance on sustainability assessment would find it difficult to drive projects and programs contributing towards a sustainable society. 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. The definitions of sustainability in project management and program management are discussed as basis for the establishment of sustainability evaluation framework. The views of project management community regarding the role of project manager in handling project related sustainability activities are discussed. This chapter contributes to devising a practical assessment tool for project managers in managing project sustainability.

scholarly journals INVITED EDITORIAL Transdisciplinary Research Management: the Case For Specialised Skills

2016 ◽  
Vol 12 (25) ◽  
pp. 1
Author(s):  
Jacques De Vos Malan
Keyword(s):  
Policy Making ◽  
Practical Experience ◽  
Project Managers ◽  
Project Manager ◽  
Research Management ◽  
Clear Understanding ◽  
Collaborative Culture ◽  
Australian Council ◽  
Leadership Group

An increasing proportion of research projects are interdisciplinary or even trans-disciplinary in nature, particularly in the case of research directed at addressing the ‘wicked’ problems that arise in public policy-making. Transdisciplinary work is complex, contestable, often culture-specific and messy. In these projects, the role of the research project manager, as facilitator and intermediary, often becomes crucial. An experienced transdisciplinary project manager will play an important function as a member of the leadership group, bridging and translating between the various disciplinary stakeholders, holding together the conceptual and practical elements of the project. This paper examines four of the specialised skills required of transdisciplinary project managers: the capacity for rigorous scoping; the development of a collaborative culture; familiarity with serious and pervasive ambiguity; and a clear understanding of target audiences. The findings draw on practical experience gained by the Australian Council of Learned Academies (ACOLA) research management team, through the delivery of the program Securing Australia’s Future, between 2012 and 2016.

The Role of Technology in the Project Manager Performance Model

2008 ◽  
Vol 39 (1) ◽  
pp. 34-48 ◽  
Author(s):  
Vittal S. Anantatmula
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Research Effort ◽  
Project Performance ◽  
Project Managers ◽  
Project Manager ◽  
Project Team ◽  
Performance Model ◽  
Manager Performance

Technology assumes importance in the context of project management due to greater challenges in today's technology-enabled work environment, where technology tools are routinely used for colaboration, communication, and dep oyment of project management practices. It is becoming common practice for even co-located project teams to use the electronic medium for these purposes. Notwithstanding the importance of technology, research has shown that it is difficult to associate the use of technology with business performance and the absence of such relation can be extrapolated to project performance as well. However, technology can play a major role in supporting project managers in managing projects effectively and efficiently. Several studies have addressed the importance and leadership style of project managers. However, specific roles and responsibilities of a project manager toward the project team is an area that needs further study. In this research effort, using the literature review, important people-related factors of project performance are identified. Then structured personal interviews were used to gather data for understanding relations among these factors in order to develop a project manager performance model. The model was developed employing the interpretive structural modeling(ISM) methodology. The model was used to determine the role of the project manager in managing the project team and improving the project performance. Results show that both leadership and management roles are important. This study helped to analyze underlying interactions among these factors and, consequently, understand the supportive function of technology to the project manager in improving project performance.

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