Competence Training for Project Management

2020 ◽  
pp. 196-222
Author(s):  
Sara Marcelino-Sádaba ◽  
Amaya Perez-Ezcurdia
Keyword(s):  
Professional Development ◽  
Project Management ◽  
New Technologies ◽  
Project Managers ◽  
Project Teams ◽  
The Other ◽  
Levels Of Analysis ◽  
Competence Training ◽  
Great Relevance ◽  
Holistic Research

Organizations currently need project managers that are capable of performing in environments where change has gained great relevance. To accomplish this, these professionals must possess very diverse skills. On the other hand, project management is a young discipline that requires research to help us understand how to develop these skills. This chapter provides a holistic research framework proposal that is based on four elements: competences, approaches, scenarios, and levels of analysis. We affirm the importance of the meta-cognition competency, which is not commonly mentioned in previous studies but has proven to be very useful for a professional development that is self-regulated, reflective, and experience-based, with emphasis on the opportunities offered by new technologies. Two fundamental challenges are introduced: achieving a list of unified competences and transferring individual competences to the project teams and the organizations where these competences are displayed.

GreenPM®

2013 ◽  
pp. 39-57 ◽  
Author(s):  
Tom Mochal ◽  
Andrea Krasnoff
Keyword(s):  
Project Management ◽  
Software Package ◽  
Material Handling ◽  
Resource Depletion ◽  
Project Managers ◽  
The Other ◽  
Management Process ◽  
The World ◽  
The Impact ◽  
Unlimited Amount

The world is going green and we are collectively realizing that we do not have an unlimited amount of natural resources to utilize as we have done in the past. Material Handling Industry of America (2007) notes, “Not only do we have climate problems but we are also dealing with a resource depletion issue.” However, the project management profession seems to be in its infancy in applying green standards. How can we apply these “green” concepts to our project management discipline? One obvious way is that we can manage green projects more efficiently. For example, if you are the project manager on a project that will result in using less packaging in your products, it would be good if your project completed on time. The sooner that project ends, the sooner the green benefits will be achieved. On the other hand, if you are dealing with projects such as installing a new software package or upgrading network infrastructure, how can these projects become more environmentally friendly? The answer is Green Project Management (GreenPM®). Green project management is a model that allows project managers to think green throughout a project and make decisions that take into account the impact on the environment—if any. It is a way to ingrain “greenthink” (or green thinking) into every project management process. Greenthink connects the environment with the decisions that are made, whether project-related, professional, or in our everyday lives.

Using Twitter for Collaborative Student and Project Manager Learning

2016 ◽  
pp. 812-830
Author(s):  
Kate Barnett-Richards ◽  
Marie Sams
Keyword(s):  
Social Media ◽  
Project Management ◽  
Education Institution ◽  
Pilot Project ◽  
Project Managers ◽  
Project Teams ◽  
Management Project ◽  
Uk Higher Education ◽  
Insight Into ◽  
Social Media Tool

This chapter presents an insight into a pilot project which took place at a UK higher education institution which used Twitter as a social media tool for engaging industry managers and students in sharing knowledge and collaborating on problem solving in the field of project management. Project management education and team formation literature is discussed, as well as reflections from the authors on the advantages and challenges for project teams on using Twitter as a social media tool. The wider implications for Project Managers adopting social media is considered more broadly, and important factors are recommended when making decisions whether to use social media to encourage teamwork and co-operation.

An empirical examination of the relationship between adult attention deficit and the operational effectiveness of project managers

2016 ◽  
Vol 9 (3) ◽  
pp. 583-605 ◽  
Author(s):  
Graeme Coetzer
Keyword(s):  
Project Management ◽  
Attention Deficit ◽  
Project Managers ◽  
Project Manager ◽  
Symptom Clusters ◽  
Project Teams ◽  
Operational Effectiveness ◽  
Content Type ◽  
Multimodal Management ◽  
The Relationship

Purpose – The purpose of this paper is to examine the relationship between adult attention deficit (AAD) and the operational effectiveness of project managers (OEPM). Design/methodology/approach – In total, 160 actively employed business graduate students participated in a business course where they were assigned to four person project teams responsible for completing a major business project. The project contained four sub-projects each of which was managed by a different team member. At the end of the semester each team member rated the others on their operational effectiveness as a project manager. Each subject identified a close associate who completed an observer version of the Brown Attention Deficit Scale. Product moment correlations were used to test the hypotheses that AAD and each of the symptom clusters are negatively associated with OEPM. Simultaneous linear regression was used to test the hypothesis that difficulties activating and organizing to work (DAOW) is uniquely associated with OEPM after controlling for the influence of all the other symptom clusters. Findings – AAD and each of the symptom clusters is negatively associated with OEPM, and DAOW is uniquely associated with OEPM. Research limitations/implications – Research study is limited by use of an indirect work sample (working graduate students) and future research requires direct workplace samples of project managers. The influence of creativity within the relationship between AAD and project management effectiveness requires further investigation and may reveal beneficial aspects of the disorder. Practical implications – Individuals and organizations wanting to ensure timely and successful completion of key tasks and projects need to be aware of the influence of AAD on OEPM. The provision of intensive project management training/coaching, regular performance feedback, project management tools and an organized work space free of distractions is suggested for disordered project managers. Disordered project managers are especially vulnerable during the task activation and organization phase which may be addressed through the use of peer coaching and constructive team support. The effective design and management of project teams represents a significant opportunity for distributing the potential creative benefits of the disorder while managing the deficits. Pairing disordered employees with coworkers who are less creative but have better administrative skills may be mutually beneficial. Employee assistance programs that raise awareness and provide access to assessment are an important part of multimodal management of the disorder. Social implications – Increasing social, economic and legal pressures to provide reasonable accommodation for functional but disordered employees, be more inclusive and take appropriate advantage of employee diversity underscores the general social value of this research. Originality/value – This research study is the first examination of the influence of AAD within the nomological network that determines project manager effectiveness. The results are of value to researchers, organizational development specialists, human resource management specialists, managers and employees who are seeking effective multimodal management of the disorder in the workplace.

scholarly journals Managerial Responses to the Onset of the COVID-19 Pandemic in Healthcare Organizations Project Management

2021 ◽  
Vol 18 (22) ◽  
pp. 12082
Author(s):  
Ariadna Bednarz ◽  
Marta Borkowska-Bierć ◽  
Marek Matejun
Keyword(s):  
Project Management ◽  
Risk Analysis ◽  
Management Practices ◽  
Project Performance ◽  
Project Managers ◽  
Project Teams ◽  
Research Subjects ◽  
Healthcare Organizations ◽  
Future Developments ◽  
The Impact

The goal of this study was to identify and assess the impact of the COVID-19 pandemic on project management practices in healthcare organizations, taking into account, in particular, risk analysis, project performance, organization of the work of project teams, and tendencies in future developments in project management. In order to achieve this goal, a study was conducted on 20 project managers in selected healthcare organizations in Poland. The results indicate that a systematically conducted risk analysis as part of the implemented projects enabled rapid and effective reactions during the COVID-19 pandemic. The pandemic has also significantly altered the organization of the work of project teams and, in the opinion of the research subjects, this will significantly impact future solutions for project management in healthcare organizations. The obtained results form a basis for the increase in professionalization in project management in healthcare organizations.

Digital project management: rapid changes define new working environments

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Te Wu
Keyword(s):  
Project Management ◽  
Virtual Teams ◽  
Digital Technologies ◽  
Project Managers ◽  
Project Teams ◽  
Content Type ◽  
Working Environments ◽  
Management Consultancy ◽  
Project Management Professionals ◽  
Management Approaches

Purpose Prior to the COVID-19 pandemic, project management was undergoing gradual shift and moving from traditional ways of working toward embracing digitization. The COVID-19 pandemic accelerated this transformation. This paper highlights the importance of digital project management (DPM), its adoption of digital technologies, the changing role of digital project manager, significant and abrupt swing in the rise of virtual teams and the benefits and challenges of remote project teams. This paper aims to discuss the latest development in project management and to lay out the rationale why DPM is here to stay even after the pandemic. Design/methodology/approach The author has based this research on reviewing publications from the project management journals and publications, interviews of project management professionals and analyzing data from a project management consultancy. Findings The pandemic accelerated the digitalization of project management including the adoption of digital tools and technologies, embracing an agile approach to implementing projects; working collaborative in remote teams; and breaking traditional barriers of geography, time zones and fundamentally how project teams collaborate. Practical implications Project management is being digitized, changing how teams work. Fueled by the pandemic, DPM accelerated its momentum. The rate of adoption is likely to be strong after the pandemic. Organizations and individuals should consider embracing DPM but with the full knowledge of both benefits and challenges. Originality/value DPM is still in its early days even though the COVID-19 pandemic accelerated its use. Today and likely after the pandemic, organizations and people are increasingly embracing digital technologies, remote teams and agile project management approaches to project management. It is likely that in the foreseeable future, nearly all project managers will be digital project managers, giving rise to the importance of understanding the challenges and benefits and building the digital skills for both individuals and organizations.

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.

Virtual Organizations and IT Project Management

2018 ◽  
pp. 144-157
Author(s):  
Kennedy Maranga
Keyword(s):  
Project Management ◽  
New Technologies ◽  
Project Managers ◽  
Advanced Technology ◽  
Task Completion ◽  
It Project Management ◽  
Organization Management ◽  
Extra Effort ◽  
Global Organization ◽  
Team Setting

The rise of the internet has instilled a new dimension into project management. This chapter explores literature that evaluates virtual organization management and determines the extent new technologies contributed to task completion in dispersed locations. New channels of communication offer opportunities for participation, but there are still more challenges that project managers face in a virtual team setting than on-site teams. With global organization, talent spread across time zones and dispersed through various nations can be easily tapped by organizations. With advanced technology, companies are now effectively completing tasks and are growing new revenue in expanding markets in different parts of the world that were often merely islands with little interaction as they were limited to phone, fax, mail, or personal visits. However, the introduction of the virtual world of organizations demands that the leader and players be well trained and put forth the extra effort to overcome communication barriers.

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 Dynamics of Trusting in Translation Project Management: Leaps of Faith and Balancing Acts

2015 ◽  
Vol 46 (4) ◽  
pp. 391-416 ◽  
Author(s):  
Maeve Olohan ◽  
Elena Davitti
Keyword(s):  
Project Management ◽  
Dynamic Process ◽  
Participant Observation ◽  
Project Managers ◽  
The Other ◽  
Successful Operation ◽  
Discursive Strategies ◽  
The One ◽  
Translator Education

This paper examines the work of project managers in two UK-based translation companies. Drawing on participant observation, interviews, and artifacts from field sites, our analysis focuses on the ways in which trust is developed and maintained in the relationships that project managers build, on the one hand, with the clients who commission them to undertake translation projects, and, on the other, with freelance translators who perform the translation work. The project manager’s ability both to confer and to instill trust is highlighted as key to the successful operation of the company. Conceptualizing trust as a dynamic process, we consider what this process of trusting entails in this context: positive expectations vis-à-vis the other parties; willingness to expose oneself to vulnerabilities; construction of bases for suspending doubts and uncertainties (leaps of faith). We observe the important role of communication and discursive strategies in building and maintaining trust and draw conclusions for translator education.

scholarly journals What does a Project Manager Need to Know about Soft Skills?

2020 ◽  
Vol 1 (1) ◽  
Author(s):  
Jinzhao Tian
Keyword(s):  
Project Management ◽  
Soft Skills ◽  
Project Managers ◽  
Project Teams ◽  
Soft Skill ◽  
Team Members ◽  
Wide Range ◽  
The Face ◽  
The Impact ◽  
Insight Into

In the face of ever-increasing globalisation, the question of how to manage project teams efficiently andsuccessfully was never likely to be settled easily. It has been shown that 92% of project team members believe that softskiils are needed in their teamwork, 60% think that soft skill impacts project management, and 83% hold the view thatsoft skill is relevant to the performance of project teams. The research aims to help overseas project managers to obtaingreater insight into the impact of soft skill on project teams and so manage them more effectively. The introduction contextpresents the general concepts of soft skills and project management. Through a wide range of cases and examples ofproject teams, the impact of those skills on project teams will be explored.

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