scholarly journals Insights of project managers into the problems in project management

2016 ◽  
Vol 16 (1) ◽  
pp. 90-103 ◽  
Author(s):  
Peter Vincent Livesey
Keyword(s):  
Project Management ◽  
Delphi Study ◽  
Soft Skills ◽  
Project Managers ◽  
Delphi Panel ◽  
Relative Importance ◽  
Team Management ◽  
Management Skills ◽  
Hard Skills ◽  
Importance Index

A Delphi study using project managers who had managed projects in excess of $500 million was used to confirm the significance and frequency of problems resulting from the nature of projects. Using the results obtained from the Delphi study a ranking of the problems experienced in these projects was obtained by calculating a Relative Importance Index. Additionally, the Delphi panel members were asked their views concerning the need for traditional project management skills (hard skills) and team management skills (soft skills) as project size increased from below $50 million to over $500 million. A substantial increase in the need for both skills was indicated with the increase in the need for soft skills being the most significant.

scholarly journals Goleman-Boyatzis Model of Emotional Intelligence for Dealing with Problems in Project Management

2017 ◽  
Vol 17 (1) ◽  
pp. 20-45
Author(s):  
Peter Vincent Livesey
Keyword(s):  
Emotional Intelligence ◽  
Project Management ◽  
Literature Review ◽  
Delphi Study ◽  
Soft Skills ◽  
Project Managers ◽  
Project Manager ◽  
Delphi Panel ◽  
Management Skills

As projects grow in size and complexity the sizes of teams needed to manage them also increases. This places greater emphasis on the need for the project manager to develop people management skills, commonly called soft skills, of which emotional intelligence (EI) has been recognised as an important component. The objective of this research was to investigate the relevance of the Goleman-Boyatzis model of EI in dealing with the problems in large projects identified via a literature review. To achieve this end, a Delphi study using project managers who had been involved in the management of projects in excess of $500 million was used. The responses from the Delphi panel were analysed and the results showed that the competencies contained in the Goleman-Boyatzis model had a relevance of 95% or greater to the problems presented to the panel. A ranking of the various competencies contained within the model was also developed, some competencies being found to be more important than others. By confirming the importance of emotional intelligence, as described by the model, this research adds to the understanding of the necessary skills needed by a project manager to successfully manage large projects. 

scholarly journals Further insights by project managers into the problems in project management

2020 ◽  
Vol 20 (4) ◽  
Author(s):  
Peter Vincent Livesey
Keyword(s):  
Project Management ◽  
Literature Review ◽  
Delphi Study ◽  
Interpersonal Skills ◽  
Project Managers ◽  
Project Delivery ◽  
Relative Importance ◽  
Importance Index ◽  
The Everyday ◽  
Everyday Problems

A Delphi study using twenty-three project practitioners over six rounds is aimed to identify significant problems in project management, arising from the nature of projects other than those readily identifiable in a literature review. The study goes on to identify project managers’ behaviours which are recognised as having successful impacts on the delivery of projects. A Relative Importance Index for the problems and behaviours resulting from the issues identified in the study is calculated. This study continues by reporting the views of practitioners involved in the management of large projects on the everyday problems they experience in managing projects, problems that are not adequately addressed in current project management texts concerning the nature of projects. Five additional problems, not generally discussed in the literature, were identified together with seven interpersonal skills and behaviours that are major contributors to increasing the likelihood of a successful project delivery.

scholarly journals Project Managers as Knowledge Workers: Competencies for Effective Project Management in Developing Countries

2021 ◽  
Vol 11 (4) ◽  
pp. 131
Author(s):  
Armstrong Amoah ◽  
Frederic Marimon
Keyword(s):  
Developing Countries ◽  
Project Management ◽  
Soft Skills ◽  
Knowledge Worker ◽  
Project Managers ◽  
Project Manager ◽  
Scarce Resources ◽  
Hard Skills ◽  
Key Competencies ◽  
Primary Contribution

Studies have shown that project managers are responsible for the successful management of various projects. Increasingly, this success depends on the project manager being a knowledge worker (KW)—i.e., possessing and utilizing both “hard” and “soft” skills/competencies to manage assigned projects. Nonetheless, there has not been enough studies on what these competencies are, especially in the context of developing countries (DCs). This study, therefore, seeks to conceptualize project managers as KWs by identifying the key competencies and their relationships needed to effectively manage projects in DCs. To achieve this objective, a survey was conducted among 112 project management (PM) practitioners in Ghana. The opinions from the respondents were edited, summarized and categorized by creating word queries, thus, making it easier to make deductions from them. Finally, content analysis was conducted to help establish links in the responses so as to deduce appropriate recommendations. The findings provide a set of “soft” and “hard” skills/competencies and their unique combinations for effective PM in DCs. The primary contribution of this study stems from highlighting the key competencies that project managers need to ensure effective PM in DCs, thus, helping these countries to make a more efficient use of their scarce resources.

scholarly journals A Research on Skills of Project Managers and Success of Projects in Information Technology (IT) Companies in Bengaluru City

2019 ◽  
Vol 8 (6S) ◽  
pp. 428-431 ◽  
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Domain Knowledge ◽  
Positive Influence ◽  
Project Managers ◽  
Team Management ◽  
Management Skills ◽  
Team Members ◽  
Management Domain ◽  
Significant Difference

Projects need accurate planning and are highly challenging to employees and project managers in comparison with their regular works. Since, project is a central part of Information Technology (IT) companies, they search skilled and talented project managers and employees in order to achieve higher level of success in their projects. Team management, domain knowledge, professionalism and project management are important skills of project managers in IT companies. Significant difference is prevailing among profile of project managers and their skills in IT companies. Domain knowledge, professionalism, project management and team management skills of project managers have significant and positive influence on success of projects in IT companies. In order to improve skills of project managers and success of projects in IT companies, they should give some kind of authority to their team members and they must have complete knowledge on outcome.

Knowledge transfer in IS offshoring: a Delphi study of the offshore coordinator role

2019 ◽  
Vol 21 (1) ◽  
pp. 36-62 ◽  
Author(s):  
Artur Strasser ◽  
Markus Westner ◽  
Susanne Strahringer
Keyword(s):  
Knowledge Transfer ◽  
Delphi Study ◽  
Management Skills ◽  
Content Type ◽  
Hard Skills ◽  
Two Factors ◽  
Research Findings ◽  
Strong Consensus ◽  
Practical Implications ◽  
Is Offshoring

Purpose This paper aims to investigate the main tasks, necessary skills, and the implementation of the offshore coordinator’s role to facilitate knowledge transfer in information systems (IS) offshoring. Design/methodology/approach This empirical exploratory study uses the classical Delphi method that includes one qualitative and two quantitative rounds to collect data on IS experts’ perceptions to seek a consensus among them. Findings The participants agreed, with strong consensus, for a set of 16 tasks and 15 skills. The tasks focused primarily on relationship management and facilitating knowledge transfer on different levels. The set of skills consists of approximately 25 per cent “hard” skills, e.g. professional language skills and project management skills, and approximately 75 per cent “soft” skills, e.g. interpersonal and communication skills and the ability to deal with conflict. Two factors mainly influence implementing the offshore coordinator role: project size and the number of projects to be supported simultaneously. Practical implications The findings provide indications of how to define and fulfill this crucial role in practice to facilitate the knowledge transfer process in a positive way. Originality/value Similarities in previous research findings are aggregated to examine the intermediate role in detail from a consolidated perspective. This results in the first comprehensive set of critical tasks and skills assigned to the competency dimensions of the universal competency framework, demonstrating which and how many competency dimensions are critical.

Perceived Required Skills and Abilities in Information Systems Project Management

2013 ◽  
Vol 4 (1) ◽  
pp. 1-12 ◽  
Author(s):  
Jerry Cha-Jan Chang ◽  
Gholamreza Torkzadeh
Keyword(s):  
Project Management ◽  
Information Systems ◽  
Phase 1 ◽  
Project Managers ◽  
Change Leadership ◽  
Management Skills ◽  
Management Skill ◽  
Phase 1 Study ◽  
Management Change ◽  
Study Results

This article reports on results of a study on Information Systems (IS) project management skill set based on a two-round data collection from IS project managers and professionals. The first phase involved interviews with 47 project managers that resulted in identification of 12 important project management skills. In phase two, a survey was developed, based on phase 1 study results, to collect data from 41 IS project managers and professionals. Results identify rankings of the 12 skills as the 12 skills are further grouped into four categories of Communication and relationship management, Resource management, Change leadership, and Administrative.

Project Management Web Portals and Accreditation

2011 ◽  
pp. 848-854
Author(s):  
Vicky Triantafillidis
Keyword(s):  
Project Management ◽  
Project Managers ◽  
Professional Certification ◽  
Management Skills ◽  
Web Portal ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
Core Practice ◽  
Industry Sectors ◽  
Project Management Professional

Project management skills and professional certification are quickly developing into required core practice (Hammond et al., 2006). Peter Shears, CEO of the Australian Institute of Project Management (AIPM), stated at a April, 2006, conference, that there was increased demand for skilled project managers within all organizations across all industry sectors (Hammond et al., 2006). AIPM is an Australian Project Management Web portal offering certifications of AIPM’s Registered Project Management (RegPM). As a supporter of the project management profession, the Project Management Institute (PMI) also plays an enormous role. The PMI Web portal encourages a standard with the Project Management Body of Knowledge (PMBOK) Guide describing what should be done to manage a project. PMI’s Project Management Professional (PMP®) credential program is also available from the PMI Web portal recognizing and approving skills (Project Management Institute, Inc., 2006).

Managing Projects

2017 ◽  
Author(s):  
Jeff Pinto
Keyword(s):  
Project Management ◽  
New Product Development ◽  
Oil And Gas ◽  
Project Managers ◽  
Management Skills ◽  
Public And Private ◽  
Oil And Gas Exploration ◽  
Private Organizations ◽  
Product Service ◽  
Organizational Operation

Projects, defined as temporary endeavours undertaken to create a unique product, service, or result, have become a common method for initiating and managing change in modern organizations. Once viewed as a specialized organizational operation within some well-understood settings (construction, new product development, oil and gas exploration, and so forth), projects have evolved to becoming the principle means by which both public and private organizations can make positive changes to their operating environment. Hence, the need for project management skills has never been greater, as more and more organizations seek to adopt project-based work as a proactive method for engaging their customer bases. This chapter highlights the key features of projects, including their critical constraints and management challenges. It focuses in particular on both the promising results that effective project management affords organizations as well as the myriad challenges that project managers face as firms adopt project-based work in their operations.

scholarly journals Developing soft skills of music teachers through involvement in student project office activities

2021 ◽  
Vol 7 (1) ◽  
pp. 268-275
Author(s):  
Vladimir V. Dubrovskii ◽  
Yaroslav A. Gorbik ◽  
Larisa A. Pidzhoyan ◽  
Irina V. Efremova
Keyword(s):  
Project Management ◽  
Professional Training ◽  
Music Teachers ◽  
Soft Skills ◽  
Music Educators ◽  
Music Teacher ◽  
Skills Development ◽  
Professional Activity ◽  
Management Skills ◽  
Legal Documents

  The aim of this paper is to analyze the results of soft skills development of music teachers through involvement in student project office activities. The content analysis of normative and legal documents regulating professional training and professional activity of a music teacher resulted in the following soft skills content for this category of employees: communicative competences, self-management skills, critical thinking, and managerial competences. The study of music teachers' soft skills development in the process of their involvement in project activities was carried out through a pedagogical experiment. 76 students (3-4 years) of the Institute of History and Culture, 15 teachers and 12 social partners took part in the research. The conducted research confirmed the effectiveness of developing soft skills of future music educators in the process of involving students in project management. The implementation of this activity began with the creation of student project office, which is a necessary tool to organize project management in the student environment.  

scholarly journals ANALISIS BESARAN KOEFISIEN KETIDAKPASTIAN ENVIRONMENTAL UNCERTAINTY (EU) YANG BERPENGARUH PADA PERHITUNGAN BUFFER PADA CRITICAL CHAIN PROJECT MANAGEMENT (CCPM) DI JAKARTA

2018 ◽  
Vol 1 (2) ◽  
pp. 143
Author(s):  
Ignatius Edward Lianto ◽  
Basuki Anondho
Keyword(s):  
Project Management ◽  
Environmental Uncertainty ◽  
Relative Importance ◽  
Importance Index ◽  
Critical Chain Project Management ◽  
Critical Chain

Proyek konstruksi rentan terhadap berbagai macam kendala, seperti kompleksitas proyek, kelangkaan sumber daya, dan ketidakpastian durasi proyek. Terdapat sebuah metode untuk penjadwalan konstruksi yang bernama Critical Chain Project Management (CCPM). Terdapat dua tantangan dalam implementasi CCPM pada penjadwalan konstruksi, salah satunya adalah pengukuran buffer. Buffer memiliki peran penting untuk memastikan keberhasilan manajemen jadwal. Metode Uncertainty-Aware Method (UAM) digunakan untuk menghasilkan buffer yang proporsional dengan memperhitungkan beragam ketidakpastian. Salah satu jenis ketidakpastian pada UAM adalah Environmental Uncertainty (EU). Penelitian ini bertujuan mengetahui koefisien Environmental Uncertainty dengan penyebaran kuesioner pada proyek di Jakarta. Metode Relative Importance Index (RII) digunakan untuk menganalisis data. Berdasarkan koefisien yang diperoleh dari hasil perhitungan, proyek di Jakarta mempunyai ketidakpastian Environmental Uncertainty yang besar.

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