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 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.

Project Manager Profile Characterization in Energy Sector

2016 ◽  
Vol 7 (4) ◽  
pp. 64-84
Author(s):  
Germán Eduardo Giraldo González ◽  
César Augusto Leal Coronado ◽  
Gabriel Humberto Pulido Casas
Keyword(s):  
Project Management ◽  
Quantitative Analysis ◽  
Literature Review ◽  
Energy Sector ◽  
Project Managers ◽  
Environmental Risks ◽  
Project Manager ◽  
Project Delivery ◽  
Management Standards ◽  
Modern Project

This article describes and analyzes the fundamental characteristics of the project-manager profile in energy sector. This article includes a literature review, qualitative analysis based on expert's interviews, quantitative analysis based on surveys of project managers and finally, analysis and benchmarking of internationally recognized modern project management standards. This exercise contributes to the culture of project development and project management, specifically the recognition of the project manager's role and contribution to the successful project delivery. The identified profile shows satisfactory levels of education, training and experience, with some weaknesses in managing project complexities (environmental, risks, methodologies, communication and social responsibility).

scholarly journals Key Management Skills for Integral Civil Engineering Education

2021 ◽  
Vol 11 (1) ◽  
pp. 64
Author(s):  
Miguel Ángel Gómez ◽  
Rodrigo Fernando Herrera ◽  
Edison Atencio ◽  
Felipe Cristóbal Munoz-La Rivera
Keyword(s):  
Literature Review ◽  
Engineering Education ◽  
Key Management ◽  
Soft Skills ◽  
Technical Skills ◽  
International Agreements ◽  
Project Managers ◽  
Management Skills ◽  
Web Based ◽  
Aec Industry

Architecture, Engineering and Construction (AEC) industry requires many interactions between professionals of different areas. Thus, project managers in the AEC industry should have a set of management-aligned skills. International agreements and accreditation boards states the expected skills for engineering graduates, but they usually overrate technical skills. This study aims to identify the most relevant skills in management for civil engineer's education. To achieve this, a literature review was carried out and a list of 129 competencies was obtained. This list was summarized in 34 competencies, and his importance level was evaluated using a web-based survey, targeted to Chilean project managers and civil engineers. The collected skills were classified in management, technical and soft skills. According to respondents, the 34 skills described in this paper are important for the exercise of the profession. However, the most important skills in relative terms are soft skills, then management, and finally, technical skills.

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 FLEXIBLE PROJECT MANAGEMENT METHODS: THE ROLE OF THE PROJECT MANAGER

2021 ◽  
Author(s):  
Zoia Halushka
Keyword(s):  
Emotional Intelligence ◽  
Project Management ◽  
Work Environment ◽  
Soft Skills ◽  
Project Manager ◽  
Management Style ◽  
Positive Work Environment ◽  
Flexible Management ◽  
Positive Work

In the article we actualise the problem of changing the role of the project manager in the transition to the use flexible management methods. The characteristics of Agile-management are given, the main ideas and principles that distinguish it as value-oriented management with a number of advantages are identified. The characteristics of Scrum and Kanban methods of flexible control are compared. It is noted that the effective use of flexible management methods is possible if the manager has a number of personal and managerial and professional-technical competencies, which in agile-teams have a special meaning and significance (responsibility, balance, independence, stress, purposefulness; analytical thinking, flexibility, criticality, systematic, strategic, delegation, motivation, partnership, demanding, openness, customer-centric, constructive, axiological, tactful, persuasive, self-development, proactivity, positivity, influence, assertiveness). The presence of these competencies is seen as an opportunity to identify criteria for assessing the knowledge, skills and abilities of the project manager. It is shown that project management forms the skills of creating a project-oriented organization with its project culture, management style, ability to negotiate, make effective decisions in relations with stakeholders. A very important result is the ability to manage change, the willingness to accept it. The hard and soft skills of a project manager are described. It is noted that emotional intelligence is very important for solving internal and external tasks - from developing a vision of the overall goals of the project and creating a positive work environment in the team to strengthening relationships with stakeholders that contribute to the success of the project. The importance of developing soft skills and the role of emotional intelligence in creating a positive work environment in the team to strengthen relationships with stakeholders who contribute to the success of the project. It is concluded that the role of the project manager in the application of flexible management methods increases significantly as conditions become more stringent and unpredictable, and it requires a wider range of knowledge, competencies, skills to achieve goals.

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 EVALUATION OF CRITICAL SUCCESS FACTORS FOR CONSTRUCTION PROJECTS – AN EMPIRICAL STUDY IN LITHUANIA

2013 ◽  
Vol 17 (1) ◽  
pp. 21-31 ◽  
Author(s):  
Neringa Gudienė ◽  
Audrius Banaitis ◽  
Nerija Banaitienė
Keyword(s):  
Project Management ◽  
Literature Review ◽  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Manager ◽  
Management Team ◽  
Team Members ◽  
Critical Success ◽  
Survey Results

This paper aims to identify a comprehensive list of critical success factors for construction projects in Lithuania. Based on the available literature review, this paper identified 71 success factors under 7 broad groups. Based on the survey results, ten factors including project manager competence, project management team members' competence, project manager coordinating skills, client clear and precise goals/objectives, project value, project management team members' relevant past experience, project manager organising skills, project manager effective and timely conflict resolution, client ability to make timely decision, and project manager experience were determined as the most important success factors for construction projects. These critical success factors are of great significance both to researchers and industry practitioners.

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.

scholarly journals Leadership Qualities in Project Management

2021 ◽  
Vol 6 (521) ◽  
pp. 240-245
Author(s):  
H. Y. Luchko ◽  
◽  
I. V. Kohut ◽  
Keyword(s):  
Project Management ◽  
Professional Competence ◽  
External Environment ◽  
Project Managers ◽  
Project Manager ◽  
Effective Management ◽  
Leadership Qualities ◽  
Dynamic Changes ◽  
Management Standard ◽  
The Individual

This article is aimed at researching the phenomenon of leadership, analyzing the qualities of project leaders and defining the key qualities that project managers should have to effectively manage teams and achieve maximum results. The article defines that in order to ensure effective management of the project team with dynamic changes in the external environment, the project manager must be not only a director, but also a leader at the same time. It is precisely the leadership qualities of the project manager, which provide the ability to coordinate the team’s work in such a manner that certain results be achieved, i.e., the expectations of the main stakeholders be fulfilled or exceeded. The article examines the most characteristic traits inherent in leaders, which are highlighted by various researchers of the «traits theory». It is determined that of importance for a project manager is not only certain traits of the leader, but also professional competence. The criteria for assessing the level of competence of project managers in accordance with the ICB4 standard, as well as the necessary skills in relation to the individual competence of «Leadership», are specified. The main qualities and skills of the leader-manager according to the latest version of the PMBOOK project management standard are also considered. The research carried out by the authors resulted in distinguishing the most important qualities of the leader, which, combined with the necessary professional knowledge and skills, will allow project managers to become successful and effective in team cohesion to achieve the best results in project activities. The traits allocated as result of the research, such as responsibility, perseverance, ability to cooperate, kindness and others, will allow project managers to be successful leaders of their teams and to effectively manage projects and programs.

‘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.

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