The Progression Towards Project Management Competence

2011 ◽  
pp. 37-57
Author(s):  
Gregory J. Skulmoski ◽  
Francis T. Hartman
Keyword(s):  
Project Management ◽  
Project Success ◽  
Qualitative Interviews ◽  
Project Managers ◽  
Management Competencies ◽  
Team Members ◽  
Job Roles ◽  
It Project ◽  
Key Competencies ◽  
Job Role

The purpose of this research was to investigate the soft competencies by project phase that IT project managers, hybrid and technical team members require for project success. The authors conducted qualitative interviews to collect data from a sample of 22 IT project managers and business leaders located in Calgary, Canada. They identified the key competencies for the three types of job roles. The research participants offered their opinions of what are the most important competencies from the following competence categories: Personal Attributes (e.g. eye for details), Communication (e.g. effective questioning), Leadership (e.g. create an effective project environment), Negotiations (e.g. consensus building), Professionalism (e.g. life long learning), Social Skills (e.g. charisma) and Project Management Competencies (e.g. manage expectations). The authors discuss the progression of competence through these job roles. They identified and discuss the interplay between a change in job role and the required competencies necessary for IT project success from a neuro-science perspective.

Critical Behavioral Competencies for IT Project Managers

2012 ◽  
pp. 165-184 ◽  
Author(s):  
Hazel Taylor ◽  
Jill Palzkill Woelfer
Keyword(s):  
Project Management ◽  
Project Managers ◽  
It Project Management ◽  
Management Competencies ◽  
Training Interventions ◽  
It Project ◽  
Key Competencies ◽  
And Training ◽  
Critical Situations ◽  
Behavioral Competencies

What behavioral competencies do experienced IT project managers apply when facing critical situations in their projects, and how have they developed those competencies? In this paper, the authors answer these questions. The authors interviewed 23 experienced IT project managers from 11 organizations, focusing on critical situations that they now managed differently from their earlier, novice, practices, and on how they had learned to develop these different approaches. The authors discuss a variety of management development and training interventions. They use a thematic analysis to identify the key competencies being applied and learning methods experienced by this set of managers. Results suggest that IT project managers are drawing on a different set of competencies from those required for project management in other industries. Additionally, this paper reveals the importance of informal learning channels, often involving project experiences, for the development of IT project management competencies.

Critical Behavioral Competencies for IT Project Managers

2010 ◽  
Vol 1 (4) ◽  
pp. 1-19 ◽  
Author(s):  
Hazel Taylor ◽  
Jill Palzkill Woelfer
Keyword(s):  
Project Management ◽  
Project Managers ◽  
It Project Management ◽  
Management Competencies ◽  
Training Interventions ◽  
It Project ◽  
Key Competencies ◽  
And Training ◽  
Critical Situations ◽  
Behavioral Competencies

What behavioral competencies do experienced IT project managers apply when facing critical situations in their projects, and how have they developed those competencies? In this paper, the authors answer these questions. The authors interviewed 23 experienced IT project managers from 11 organizations, focusing on critical situations that they now managed differently from their earlier, novice, practices, and on how they had learned to develop these different approaches. The authors discuss a variety of management development and training interventions. They use a thematic analysis to identify the key competencies being applied and learning methods experienced by this set of managers. Results suggest that IT project managers are drawing on a different set of competencies from those required for project management in other industries. Additionally, this paper reveals the importance of informal learning channels, often involving project experiences, for the development of IT project management competencies.

IT Project Managers' Perceptions and Use of Virtual Team Technologies

2011 ◽  
pp. 25-43
Author(s):  
Catherine M. Beise ◽  
Fred Niederman ◽  
Herb Mattord
Keyword(s):  
Project Management ◽  
Virtual Teams ◽  
Collaborative Work ◽  
Communication Technologies ◽  
Fortune 500 ◽  
Project Managers ◽  
Team Members ◽  
It Project ◽  
Information And Communication

This chapter presents the results of a case study pertaining to the use of information and communication media to support a range of project management tasks. A variety of electronic communication tools have evolved to support collaborative work and virtual teams. Few of these tools have focused specifically on the needs of project managers. In an effort to learn how practicing IT project managers employ these tools, data were collected at a North American Fortune 500 industrial company via interviews with IT project managers regarding their use and perceptions of electronic media within the context of their work on project teams. In this study, “virtual” describes the extent to which communication is electronic rather than the extent to which team members are geographically separated. Although the number of respondents was limited, the richness of the data collected leads to the conclusion that successful project managers and teams become skilled at adapting a variety of existing communication technologies to match the project task or process, the receiver, their own role as sender, and the content of the message. Groupware designers and developers need to better understand project management methods and best practices in order to provide better tools for practitioners, particularly as organizations expand globally and increasingly outsource various functions of their IT development and operations.

scholarly journals Management Principles Associated With IT Project Success

2010 ◽  
Vol 14 (5) ◽  
Author(s):  
John Nicholas ◽  
Gezinus Hidding
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Change Leadership ◽  
New Paradigm ◽  
It Projects ◽  
Project Failure ◽  
It Project ◽  
It Project Failure

Success in information technology (IT) projects remains elusive, even after decades of efforts to improve it.   Most of these efforts have focused on variations of the traditional project management paradigm as promulgated by PMBOK.  We suspected that a potential cause of high IT project failure is with the paradigm, which focuses on the project itself and on meeting time and cost targets.  A new paradigm called Value-Driven Change Leadership (VDCL) originated from discussions of a panel of project management experts.  This paper describes the principles of that paradigm.  It also reports the results from a survey of four project managers on the association between project success and management principles from VDCL and PMBOK.

FORMATION OF PROJECT MANAGEMENT COMPETENCIES IN STATE AND MUNICIPAL EMPLOYEES

2021 ◽  
Vol 16 (4) ◽  
pp. 71-87
Author(s):  
O.A. BURYANINA ◽  
◽  
A.N. LUKIN ◽  
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Professional Competencies ◽  
Management Competencies ◽  
Team Members ◽  
Scientific Methods ◽  
Municipal Employees ◽  
Course Material ◽  
General Scientific ◽  
Additional Education

The purpose of the article is to substantiate the possibility of forming professional competencies of project management among state and municipal employees in the system of additional education through their participation in project activities. The introduction of the proposed project management technologies allows officials at all levels to develop new professional competencies that would allow them to create a unique product in conditions of limited resources. The methodological basis of the study was a systematic approach, within which we used structural and functional analysis, general scientific methods: comparison, description, explanation, abstraction. In addition, we used included observation when the authors of the article performed the functions of moderators of project groups. As a result, the expediency of project training of state and municipal employees within the framework of the system of additional education was substantiated, where the reporting form of mastering the course material is the presentation of one's own real project, demonstrating the possession of project team members with professional competencies in the field of project planning. management.

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.

Enhancing the Effect on Project Success through Information Presentation

2015 ◽  
Vol 764-765 ◽  
pp. 895-899
Author(s):  
Shiow Luan Wang ◽  
Thi Hoa Vu
Keyword(s):  
Project Management ◽  
Construction Projects ◽  
Project Success ◽  
Project Managers ◽  
Management Process ◽  
Time Cost ◽  
Information Presentation ◽  
Web Based ◽  
Project Participants ◽  
Project Data

Construction projects are becoming ever more complex and time driven, especially as the amount of project data and active project participants’ increase. For achieving a project success, project management not only must to meet time, cost, quality objectives, but also satisfies the project stakeholders needs related to the project management process. Project managers were difficult to effectively seizing, collecting and handling information which are generated from different systems. The elements of information presentation in web-based was contributed an important role to project management success. The purpose of this study is to provide a background to denote the enhancing project management via information presentation based on effective information technology/information systems which are emphasized in web-based.

Knowledge Sharing in Project Environments

2021 ◽  
Vol 12 (1) ◽  
pp. 1-17
Author(s):  
Zinga Novais ◽  
Jorge Vareda Gomes ◽  
Mário José Batista Romão
Keyword(s):  
Project Management ◽  
Knowledge Sharing ◽  
Project Managers ◽  
Project Team ◽  
Team Members ◽  
Business Operations ◽  
Successful Execution ◽  
Management Project ◽  
A Company

Projects have been increasingly used in the implementation of organizations' business operations. Knowledge sharing has been considered essential in project environment; therefore, the integration of knowledge management within project management becomes crucial for project success. The objective of this research is to study how knowledge sharing is integrated within the context of a project, and what is the perception of project team members about it. A case study was carried out in a company within the financial sector, focused on a project team of the entity. The results revealed that project managers, other professionals in project management, and the organization itself are very much aware of the importance of knowledge sharing. The results also emphasized that, regardless of the lack of incentives by top management, project team members consider that knowledge sharing highly contributes for a successful execution of projects.

Stakeholder Challenges in Information Systems Project Offshoring

2012 ◽  
pp. 96-112
Author(s):  
Peter Haried
Keyword(s):  
Project Management ◽  
Information Systems ◽  
Case Studies ◽  
Project Success ◽  
Project Managers ◽  
Academic Researchers ◽  
Wide Assortment ◽  
Is Offshoring ◽  
Is Projects ◽  
Management Issues

This study of international information systems (IS) offshoring highlights the idea that project success or failure is often in the eye of the beholder and that proper attention needs to be provided to both client and vendor perspectives. This research contributes by identifying noteworthy IS offshoring challenges faced by client and vendor stakeholders. This research synthesizes key findings from eight dyadic case studies consisting of 56 interviews in total from both client and vendor firms detailing their offshore experiences. The case investigations lead to the discovery of nine unique challenges encountered by client and vendor stakeholders. The challenges include a wide assortment of economic, personal responsibilities/expectations, and organizational offshore project management issues. The reported challenges can suitably guide client and vendor project managers in managing international IS offshore projects as well guide academic researchers to better understand techniques for managing offshore IS projects.

The Impact of Project Management Methodologies on Project Success

2019 ◽  
pp. 418-437
Author(s):  
Hazem Abdulla ◽  
Mukhtar Alhashimi ◽  
Allam Mohammed Hamdan
Keyword(s):  
Project Management ◽  
Oil And Gas ◽  
Project Success ◽  
Qualitative Interviews ◽  
Oil And Gas Industry ◽  
Success Rates ◽  
Gas Industry ◽  
Survey Responses ◽  
The Impact ◽  
Over Time

This study assessed the impact of project management methodologies (PMMs) on project success in the oil and gas industry in the Kingdom of Bahrain. It also explored the different project methodologies used along with their strengths and weaknesses. Quantitative approach with the support of qualitative interviews was used to achieve the objectives of this research. A total of 95 survey responses were received and 17 interviews were conducted. Projects in the oil and gas industry are more about safety than speed, and hence, the use of comprehensive methodologies and applying the relevant methodology elements are important for oil and gas projects. Furthermore, the companies in the oil and gas industry in Bahrain have to pay more attention to their project management methodologies and get it evolved and improved over time to achieve higher project success rates.

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