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The skills and career path of an effective project manager
Abstract
This paper evaluates how project managers and functional managers differ with respect to the attributes, skills and experiences they associate with successful management performance and careers. Instruments to evaluate these differences were based in part on responses to open ended questions of project managers, and in part on the management literature. On the basis of these two sources (the literature and the data), this paper concludes with a conceptual framework for enhancing the selection and performance of effective project managers, and offers suggestions for those whose careers are likely to emphasize assignments to projects that require crossing functional and technical conventions. The findings of this paper show that the selection and training of project managers could be conducted with greater reliability.
... They are concerned with the understanding and application of specific methods, tools or techniques that are related to a specialized technical or engineering discipline. This also includes project knowledge and relevant computer skills (El-Sabaa, 2001;Chen et al., 2019). Thus, in O&G context, TCs can be defined as the cumulative skills and knowledge that is formulated from a relevant engineering background and industry experience, which allows PMs to interpret and understand O&G codes, standards, and best practices, while applying them in a practical project environment to achieve successful outcomes. ...
... PMs should have relevant technical knowledge associated with the projects they manage. However, in his study, El-Sabaa (2001) found that TCs received the lowest importance score as perceived by PMs (50.5%) for their PS when compared with organizational and human competencies (79.6% and 85.9% average importance score respectively). Given that TCs can be regarded as the knowledge and skills that are brought to a specific task (Spencer and Spencer, 1993), Crawford (2005) argued that a relationship between PMs' knowledge and their performance in the workplace seems to be poor. ...
... In project-based organizations, Ballesteros-Sanchez et al. (2019b) argued that PMs are mainly selected based on their technical and engineering competency, overlooking the interpersonal qualities which may lead to issues in the management aspects affecting the planning and cost management. This, however, contradicts a growing body of literature which considers planning, scheduling and cost management as the core TCs to PMs (El-Sabaa, 2001;Takey and Carvalho, 2015;Abdullah et al., 2018;Wen and Qiang, 2019). Bauer et al. (2014) investigated the relationship between technical and management competency to PS in an aerospace project-based organization that is characterized by its sophisticated level of technology. ...
Purpose
The emergence of collaborative delivery models and working practices in construction industry has created a potential area for project success research. Previous studies have addressed success factors of various collaborative delivery models (e.g. alliance and partnering). However, there is currently very limited research-based knowledge concerning core success factors for different collaborative delivery models, exploring the commonalities. Thus, this study aims to conceptualize a success model for collaborative construction projects by identifying and structuring their core success factors through the lens of project delivery elements.
Design/methodology/approach
A systematic literature review was conducted, and thematic as well as content analysis of the relevant studies led to the identification of mentioned success factors in the literature for different collaborative delivery models. Then, those common success factors were structured in a model based on factors' relation to project delivery elements.
Findings
The obtained results present eight core success factors (e.g. equality, mutual trust and commitment to win–win philosophy) for collaborative construction projects, structured in a model based on their contribution toward project organization, contractual relationships, and operational system in construction project delivery. Moreover, the differences between success factors for traditional and collaborative construction projects are discussed.
Originality/value
This study's findings provide insightful theoretical contributions on collaborative construction project success and providing a departure point for future studies based on the discussed differences between success factors of collaborative and traditional construction projects. The findings can be also practically insightful for the project professionals in collaborative construction projects to succeed in managing project organization, contractual relationships, and operational system.
... ICB.4). Finally, several other researchers have established repositories of competencies that must be possessed to perform project management [20][21][22][23]. However, all of these studies remain conceptual, Project Coordinator Competence and the Success of International Development (ID) Projects… DOI: http://dx.doi.org ...
... Some studies address the leadership style of project leaders in relation to project success [43,44], while others focus on specific contexts [20,23,[45][46][47]. Among these skills, several show the importance of human skills [13,21,48,49] or soft skills [14,47,50,51]. Studies conducted on international development project management have identified competencies as one of the key factors for project success and have also identified competencies specific to international development project managers [14,18,28]. ...
... In the context of construction projects, Cheng et al. [56] adopted a holistic approach, focusing on behavioral competencies, which are associated with the manager's personal characteristics and job-task competences, which are linked to project management function. For his part, El-Saaba [21] identified three main project manager competencies: human skill, conceptual and organizational skill, and technical skill. Human skill represented the most essential project manager skill, and included mobilization, communication, coping with situations, delegation of authority, political sensitivity, high-self esteem and enthusiasm. ...
Very few studies address the International Development project coordinators competencies and attempt to identify their correlations with project success. Thus, the objective of this correlational research is to examine, on the basis of the models, the presumed link between 46 project manager competencies and the success of ID project. The research is based on the processing, using SPSS 25.0, of a primary database collected by questionnaire from 45 project manager in Burkina Faso (West Africa). Our results show that commitment, results orientation and conscientiousness are the most relevant competences in the perception of the respondents, while human resources management, cultural aspects and knowledge of the project area are those strongest and positively correlated with the success of ID project. This research shows the importance of human, behavioral and contextual competences and is thus an educational challenge, as these types of competences require learning methods that go beyond traditional practices. The findings of this research can also help the government to recruit the most competent project managers for their official development assistance projects. Not all standard competences defined through the IPMA Competence Baseline (ICB) model are necessarily applicable in all projects. Therefore, this study updates the discussion and downsizes the number of competencies to fewer, more relevant items.
... Project management offices, or PMO's, are now commonly found in various businesses such as manufacturing, aerospace and defense, telecommunications, construction, and health care, to name but a few. Since 2000, there has been an explosion in the interest of the project management profession and the skills and traits of the successful project manager (PM) (Chipulu 2013, El-Sabaa 2001, Fisher 2010, Maylor 2001. According to the annual reports from the Project Management Institute (PMI), there has been approximately a 64% increase over the past ten years in PMI membership, indicating that interest in the field is significant and growing (PMI Annual Report 2008, 2022. ...
... For example, in a survey sent to 126 PMs in Egypt who represented the information technology, utility, and agricultural industries, PMs were asked to rank the most essential project manager skills. Human skills such as communication, enthusiasm, or flexibility were overwhelmingly ranked higher than technical skills (El-Sabaa, 2001). Some authors question if moving from a technical role to a PM is worth the time or effort. ...
Project management has increasingly become an important part of business globally. Once referred to as the “accidental profession”, project management has recently made strides to become more professionalized. What results are now available? This project uses the case study research methodology to take an in-depth look into project management at a small to medium-sized enterprise. The case employs an empirically proven framework to compare and contrast accidental and intentional project management attitudes and traditional versus protean career approaches. Based on semi-structured interviews, documented evidence, and direct observation, the project suggests that accidental project management is still prevalent in industry, as are protean career attitudes. Additionally, this study recommends that a greater focus on early project management education may result in increased intentional entry into the profession.
... On the individual level, the focus of our research, there is no consensus about specific competences for project managers. The majority of authors presents a list of competences with typologies that can also be grouped into three categories (Crawford, 2005;El-Sabaa, 2001): organisational and management competences; project management or technical competences; and human skills, soft skills, or behavioural competences. Rezvani and Khosravi (2019) have shown the relationship between software developers' emotional intelligence and confidence, stress, and performance. ...
... Other IS studies have been conducted on the required skill and competence sets, but most are limited to IS professionals in general or sub-specialities, not focusing on the particular case of IS project managers (Keil et al., 2013). Some exceptions about the competences of IS project managers are Jiang et al. (1998), El-Sabaa (2001, Napier et al. (2009) and Varajão et al. (2019). However, they have limitations related to the list and categories of competences, construct validity, or intrinsic characteristics of the implemented research method (Keil et al., 2013;Napier et al., 2009). ...
Project managers' technical competences are crucial for achieving success in information systems (IS) projects. Several variables can influence the perceived importance of these competences, such as the project manager's education, training, experience, organisational context, among others. This paper aims to determine the most important technical competences of information systems project managers, as well as to identify the influencing variables. Results of our international web-based survey of IS project managers highlight the importance of competences like 'communication', 'project requirements and objectives', 'teamwork', 'interested parties (stakeholders)', and 'scope and deliverables'. Results also show the relevance of project managers' experience since it influences the perceived importance of 45% of the competences under study.
... As a result, based on the gaps discovered, the researchers expanded the research to go in-depth about the subindicators in vocational skills and classroom assessment practices that will be adapted and developed in this assessment. According to [96][97][98], subindicators in technical skills are the method, process, and technique, which are essential in doing technical work. IR 4.0 generic skills' subindicators found in the literature consist of entrepreneurial skills, interpersonal abilities, skills application of technology, teamwork skills, leadership ability, communication abilities, complex problem-solving skills, knowledge of ICT and technical skills, communication skills, data processing capability, emotional intelligence, and self-awareness [99][100][101][102][103][104]. ...
... Subindicators that obtain expert agreement through the second and third rounds of the Delphi technique, that is, technical skills in detail, can be classified according to methods, processes, and techniques [96]. This is consistent with a study conducted by [89], which states that doing exercise after exercise can increase the efficiency of implementing psychomotor movement. ...
Technical and vocational education training (TVET) assessment is crucial in determining students’ desired learning outcomes. However, there are several issues with TVET assessment, including vocational skills that are not aligned with the learning outcomes. Teacher assessment practices are also inconsistent with the assessment’s purposes. Due to that, this study aims to discuss the classification and integration of vocational skill domains and indicators for classroom assessment practice in TVET subjects. This study employed the modified Delphi technique (MDT), which consists of two study phases. The first phase identifies vocational skill domains by exploring the concept of TVET assessment and student skill development by conducting a literature review. The second phase involved validating vocational skill indicators and TVET assessment practices indicators through the consensus of 19 TVET experts. According to the literature findings, TVET assessment requires the integration of industrial revolution (IR) 4.0 generic skills and career adaptability skills, in addition to technical skills, which serve as the foundation for developing skills and competencies. TVET assessment aspects include cognitive, psychomotor, and affective aspects, and all domains and indicators have high expert consensus.
... Technical skills, according to El-Sabaa [27], relates to efficiency and comprehension in performing a certain task. A job that requires high and proper capabilities requires methods, procedures, processes, and even techniques. ...
... A job that requires high and proper capabilities requires methods, procedures, processes, and even techniques. In 2001, El-Sabaa [27] stated that these technical skills require specific knowledge and skills related to certain fields and have the analytical ability in the use of equipment and techniques and have certain disciplines appropriate to the work of civil engineering, mechanical engineering, electrical and electronic engineering and also information system. In 2009, Nair, Patil, and Mertova [28] also stated that 116 skills related to basic knowledge in a specific field of engineering, proficiency in engineering subjects, engineering design skills, project management, research, development, and problem-solving skills related to the field of engineering are among the important aspects of technical skills in global competencies that need to be mastered by graduates in the field of engineering. ...
The purpose of this study is to examine the perspective of Construction Technology academics from Malaysia vocational colleges on implementing the aspects of the industrial revolution 4.0 (IR 4.0). It was achieved by determining the degree of leadership support for vocational colleges, implementation of IR 4.0 components by academics, readiness for both generic and IR 4.0-related technical skills. This study was conducted using a survey method (cross-sectional study) where data collection and research findings were done only once during this study was conducted by applying the questionnaire method. The sample was chosen from among 408 academics from 42 vocational schools in Malaysia using Fisher's Formula. By choosing to work with a 95% confidence level, a standard deviation of 0.5, and a confidence interval (margin of error) of ± 5%, this study requires 198 samples for a better data findings and analysis. From 198 instruments distributed, only 45 instruments managed to be collected and analyzed due to limitation during global pandemic. The findings of this study were analyzed using Statistical Packages for Social Sciences (SPSS) software, version 20 by taking the mean value of each variable studied. The results of the study showed that the average mean score for each of the overall objectives of the study was at a high level which is between the mean ranges of 3.98 - 4.38. This shows that the level of implementation and readiness from the perspectives of vocational college academics in Malaysia in the field of Construction Technology is at a high level.
... It includes outcomes obtained or attained as a result of individuals' or teams' contributions to the organization's strategic goals. Employee performance, according to Sinha (2001), is dependent on the employees' willingness and openness to doing their job. According to Motowildo, Borman, & Schmit (1997), job performance is based on employee behavior, and the outcome is critical for organizational success. ...
... Stup (2003) also stated that to have a standard performance, employers must ensure that their employees' tasks are completed on time to achieve the organization's goal or target. It is related to the willingness and openness to try and achieve new aspects of the job, which will increase the individual's productivity (Sinha, 2001). Employers may be able to monitor their employees and help them improve their performance if the work or job is completed on time. ...
... Soft skills or soft competencies are gradually being recognized as the most important factors for project success [12,22,24,25,29,37]. When competency first started to be integrated into the field of project management, the most important competency was considered to be technical skill [8,26]. Projects at that time were usually initiated with a scientific or engineering background [6], and people implemented projects primarily through the application of project management tools and techniques. ...
... The IPMA ICB4.0 prescribes 29 competencies in three major categories: Project, Perspective and People. The first major category consists of hard technical skills and will not be the subject of this research because earlier research has suggested they are unlikely in themselves to lead to project success [8,9,14,23,30]. This research will focus on the latter two groups of soft-skills. ...
This research explores where project management practitioners can go to develop their soft skills. The academic research is presented and then summarised to identify the core soft skills needed for success (ICB4.0+). We then mapped the course offerings of top universities such as Harvard University, Oxford University and Tsinghua University against these core soft skills. We conclude that very few universities offer courses that develop the soft skills needed for project success. The practical implications of this research are that: The findings will guide project management practitioners on where they can go to develop the soft skills that are critical to project success. The newly developed ICB4.0+ may guide the development of project management education programs and may lead to practitioners actually being taught what they need to succeed. Further research is recommended to validate the mapping of university courses against the ICB4.0+ competencies.
... Mihaly [20] separated the project management skills and competencies from project manager proficiency in his project management competency framework while another project competency model of El-Sabaa [21] emphasizes the field of the knowledge area of project management competency and distinguished three expertise fields, or information domains: i) human; ii) plausible and functional; and iii) technical, divided into additional 15 elements. There are various competency frameworks and models, but the standard of choosing a project management framework is defined by the large and very professional organization for project management the Project Management Institute [10], that it may be published by an internationally recognized professional association, the substance must be established on expert unanimity, it should advise specific rules, principles, and in detail narrative of project management procedures and tasks, its objective should be to assure the optimum workplace attainment in the project atmosphere. ...
A structured and specified project management competency framework plays a significant role in accomplishing the goal of non-governmental organization in line with its mission and strategic plan. However, constrained resources and extended requirements from the donors and stakeholders in non-governmental organization (NGO) in Pakistan emphasize the necessity of a tailored, adaptable project management competencies framework to meet project requirements. Considerations have been given to project managers’ competencies in prior literature. Still, limited study exists on identifying the project management competency dimensions, especially in the NGO sector of Pakistan. In this research, we have studied the project management competencies, dimensions "Strategic and Business Management", "Leadership" and "Technical Project Management". Keeping in view the expertise and diversity, the opinions of subject matter experts from NGO sectors across Pakistan was taken. The data was collected through the questionnaire using pairwise comparison and analyzed by using the Analytical Hierarchy Process (AHP), which falls under the umbrella of MDCM. The results of the study of the NGO sector concluded that the competency dimension "Strategic and Business Management" has the most significance, followed by "Leadership and "Technical Project Management". In the hierarchy of the competencies by their global weights is as follows, Strategic Planning Alignment has the most significance, followed by Problem Solving, Customer Relationship and Satisfaction, Cost Estimation/Budget, Project Management Tools and Technique, Team Building, Benefits Management Realization, Market Awareness, and Condition, Coaching and Mentoring, Schedule Management, Verbal, and Written Communication and Listening.
... In the current context, skills are becoming more complex, since the project managers need to cope with more complex demanded competences due to technology arise (Internet of things, Artificial intelligence, Smart objects etc.). (El-Sabaa, 2001, Marnewick & Marnewick, 2019. ...
The main goal of this research article is to underline the importance of educators’ training needs on project management in a digital context. The main areas of focus are: gain an overview on the people with tertiary education attainment; identify the main use of the Internet in education; contribute to the current body of knowledge on project management training in digital context. The digital context changes the way that the projects are managed, representing a trigger for education in order to acquire competences in: project management and writing (17%); educational platforms and digital tools (14%); financial education (13%); counselling and personal development (13%).
... Deadrick [44] defines job performance as the achieved work outcomes for each job function during a specified period of time. El-Sabaa [45] explains that job performance is related to the willingness and openness to try and achieve new aspects of the job, which will bring about an increase in the individual's productivity. Through the years, the dimension of job performance has been a primary topic of empirical investigation in applied psychology and management areas. ...
... Certain industries may also require specific technical competencies aligned with legal, domain, or regulatory requirements (Ahsan et al., 2013). Project managers need both soft and hard skills to effectively manage projects (Delle-Vergini et al., 2023), although research suggests that soft skills have a greater impact on project outcomes (Ahsan et al., 2013;Alvarenga et al., 2019;Arau´jo & Pedron, 2015;Chipulu et al., 2013;El-Sabaa, 2001;Moradi et al., 2020;Muzio et al., 2007;Ramazani & Jergeas, 2015;Stevenson & Starkweather, 2010). ...
In light of the transformative influence of technologies and innovative methodologies associated with the Fourth Industrial Revolution, the paradigm of project management is undergoing a profound shift, prompting a re-examination of Project Management Education and Training (PMET). The escalating demand for project management expertise, juxtaposed with a scarcity of suitably qualified professionals, has yielded an increase in instances of faltering or challenging projects, thereby underscoring the amplified significance of PMET. A comprehensive assessment of the ongoing evolution of project management education and training is vital to shaping the trajectory of future educational strategies. In this context, bibliometric analysis has emerged as a pivotal tool, offering structured means to systematically present the expansive literature on PMET. This approach provides a panoramic view of the domain’s development, facilitating a more informed understanding of its current contours which is paramount for crafting effective educational strategies. Employing bibliometric analysis as its methodological backbone, this study endeavors to discern the existing landscape of project management education and training. For this purpose, a comprehensive analysis was conducted on a dataset comprising 435 documents related to PMET, spanning the years 1985 to August 2023. The results of this analysis indicate that PMET publications are predominantly situated within the context of engineering education. A prominent theme that emerges from the literature is the discernible requirement for novel and forward-thinking strategies in PMET development, with a pronounced emphasis on the cultivation of soft skills and the integration of contemporary training methodologies, including gamification and simulation.
... This is one of the most extensive, even using an agile approach in the development of the project, the minimum necessary documentation must be generated to be able to keep a correct control of the generation of products, functions, functionalities and answers required by the different stakeholders. It is within this process where the 10 areas of knowl- edge that the Project Manager must manage are put to the test [11]. Once the whole project is planned, we start to take parts of it and define how it will be developed within an iteration, for this we will use a Kanban board (in Figure 2) to manage all the tasks [12]. ...
Proper project management is a constant need faced by most organizations worldwide. There is a growing focus on combining PMBOK practices with agile principles, creating a hybrid approach that leverages the best of both worlds. In this sense this paper proposes to deepen and combine the most effective elements of the Project Management Body of Knowledge (PMBOK®) with the agile approach to project management. This is done taking into account that an adequate project management will allow aligning the organization's objectives and generating value for all parties involved. As a result, it is expected to obtain optimal conclusions from the development of the project and achieve the best results from the application of AGILE+ PMBOK® best practices. This will serve as a proposal for other organizations in the sector to continue evolving their management practices.
... Many low-income nations, including Uganda, have sub-optimal health worker performance, according to World Health Reports and other reports (Cummings, Goldberg, Mwaka, Kabajaasi, Vittinghoff, Cattamanchi, and Davis, 2017). Employee performance, according to Sinha (2001), is determined by the willingness and openness of the employees to fulfill their jobs. He also added that having personnel that are willing and open to accomplish their jobs will raise their productivity, which will lead to improved performance. ...
This study determined the effect of organizational environment on employee performance of deposit money banks in Nigeria. Descriptive survey research design was adopted for the study. A sample of eight (8) deposit money banks with 126 branches in Anambra State licenced with international authorization was used for the study. Data were collected through questionnaires administered to the respondents. The data were analyzed with multiple regressions analysis. The results found that the internal control shows a negative insignificant effect on employee performance, while the leadership style shows a positive significant effect on employee performance. Based on this, the researchers recommended among others that internal control is a very significant organizational environmental component, because the internal control system is a collection of activities carried out by both leaders and employees in order to assure the effective and efficient execution of organizational goals. As a result, the organization must review the application of internal control on a regular basis, which will, among other things, improve employee performance.
... Professional development in the field of project management is getting more attention nowadays. Great number of research studies on project manager profession and career development are present in the journals in project management field, organizational studies, human resource management, validating the importance of this topic [5,11,12,18,19,20,27,29]. Professional mobility across industries, different position, and assignments, as well across regions or countries [5] shade light on the importance of professional development and the field of project management. ...
Professional development in the field of project management is getting more attention of research studies in journals in project management field, organizational studies, and human resource management. The facts are showing that we live the time of the projectification of the society, and in time where a public recognition of the outstanding performances, and achieved excellence became a practice and the need of a modern business world and academic environment. However, existing literature lacks the evidence of professional awards benefits and impact on organization, profession, and individuals. The article aims to analysis the importance of global professional awards in the field of project management, combining qualitative and quantitative research methods, and presenting a case study of global project management awards. The findings contribute to existing project management literature in the field of professional development of organizations and individuals, as well as the impact of awards on personal, professional, and organizational level.
... Projects in terms of profile attributes and experiences (El-Sabaa, 2001), and also identify the areas of knowledge and the profile required for the project manager in areas such as civil construction (Edum-Fotwe & Mccaffer, 2000;Lampel 2001). ...
Although project management is widely used in the public sector, many projects still fail even when project management tools and practices are employed. Several studies show that a project's success depends partly on the project manager's competencies; however, there is little empirical research on this subject in the public sector. This study aims to analyze the significant characteristics linked with the competencies of the public sector project manager and outlines a profile of these professional competencies characteristics that can lead to the success of projects. Through empirical research conducted with 77 project managers from 32 public organizations in Brazil, this study examined the relationship between project managers' competencies and the likelihood that projects will succeed. Using factor analysis and logistic regression, we looked at factors like time, cost, quality, and scope to determine their relationship to the likelihood that projects will succeed. The findings highlight the importance of project management knowledge, communication abilities, attitudes relating to motivation, trust, and emotional intelligence, and most traits defining project managers in the public sector. The employee's length of service was the single factor that had a negative impact on the project's outcomes. This study contributes to the current knowledge of project managers' competencies in the public sector, showing the main characteristics a successful project manager needs to have and can help direct efforts in selecting a more suitable professional, contributing to the reduction of the turnover of the workforce and the consequent loss of knowledge of the organization.
... Katz [73] introduced an effective administration model in which three basic developable skills are distinguished: human, conceptual, and technical skills. El-Sabaa [74] applied this model to project management. Based on this approach, human skills are required to manage/lead the project group, to manage stakeholders, and to manage effective cooperation between the project and the organization. ...
Both sustainability and strategic goals are realized in the course of implementing projects and in this way, projects are crucial for companies. Despite the growing importance of projects and the vast resources allocated to them, the success rates achieved by these projects are still considered low. Numerous reasons have been identified in the literature for why a project might succeed or fail, and it has also been revealed that a competent project manager is a key factor in this process. However, papers have mainly focused on analyzing the required competencies in general, while the sector involved is rarely considered. Thus, this paper investigates, within an exploratory framework, the success and failure rates of projects and project management competencies in Hungarian public- and private-sector organizations by using the Mann–Whitney test. Based on the results, the authors reject the idea that public-sector organizations perform better than those in the private sector, but the analysis of the data also revealed that there were differences in the perceived importance of skills in the two sectors. Customer orientation and business acumen were considered significantly more important in the private sector than in the public sector, based on the sample available. This study also revealed possible correlations among the knowledge areas and skills required. In addition to contributions to the understanding of project success, this paper can also help to improve the project management frameworks applied in public and private companies. Furthermore, the findings can be adapted for projects that require a special attribute, such as sustainability.
... Such skills are intricately interdependent and modulated by organizational structures and policies (Whitley, 1988). For example, humanistic skills, which pertain to a project manager's ability to function effectively as a group member and foster cooperation within the team they lead, are influenced by exposure to manipulation (El-Sabaa, 2001). This study aims to shed light on these intricate dynamics, contributing to a deeper understanding of the determinants of successful management. ...
... Project managers and foremen require a range of competencies to effectively perform their jobs; however, these competencies are not necessarily the same for each role [16]. The project manager competencies have been analyzed in detail in the literature and comprise three main competences or skills [23,[27][28][29] organizational, and human. The foreman, as a lower-level manager, also requires some of these competencies, with more emphasis on the human skill category [15,25,30]. ...
... Obicci (2015) defines employee performance as behaviour that consists of direct observable acts of an employee, as well as mental activities or products that result in organisational achievement. To Amegayibor (2021) and Sinha (2001), job performance depends on employee willingness to carry out job assigned them. It is seen as what the employee does or does not do. ...
Competition among businesses in today’s ever-dynamic environment places a high demand and burden on employees. These demands induce stress on employees with the consequences of individual health challenges, family breakdown, pressure on social amenities, low productivity and profitability of firms. This study was undertaken to establish the implications of job-related stress on employees’ job performance. The sample comprises all workers of Ghana Revenue Authority (GRA) in Tamale, the Northern Region of Ghana. All employees (census) were used for the study and data was collected using both primary and secondary sources. The findings revealed that stress is a normal occurrence at the workplace that affects all people, regardless of their gender or socioeconomic class, hence, the need for management to formulate a good policy directed at reducing stress among workers, and encouraging high performance among workers. This will help reduce job-related stress. Managers must be dedicated to making adjustments that will assist workers to cope with some of the known stressors. It is recommended that managers should match individual capabilities with the tasks and duties allocated to avoid both physical, emotional and psychological pressure on the employee. Management should establish a congenial and collegial atmosphere for working and operate an open-door communication policy as a management style because this will ease pressure and tension since leadership style was cited as a stressor.
... Indeed, daily micro-events are tiny things that occur frequently at work and tend to shape employees' affective, attitudinal, and behavioral reactions to them [19,24]. Moreover, affective reactions are a relevant mechanism that links daily micro-events to personal (i.e., well-being) and organizational outcomes (i.e., performance) in hospitality settings [46]. As such, employees in this sector benefit from having a positive ratio of daily micro-events and a positive one in their affective experiences. ...
Relying on the affective events theory, we argued that daily micro-events occurring in a hospitality context—daily hassles and uplifts—would influence hotel employees’ well-being and performance through affective reactions. Furthermore, we also expected that mindfulness would moderate these indirect relationships. Data were collected from employees who worked in hospitality working settings, and included both mindfulness practitioners (n = 182) and non-practitioners (n = 211). The findings evidenced that affective reactions mediated the path from daily micro-events and well-being and performance, in both samples. In addition, in the sample of non-mindfulness practitioners, mindfulness moderated the indirect relationship between daily micro-events and well-being through affective reactions, in such a way that the relationship became stronger for those who scored higher on mindfulness (versus those who scored lower). These findings were not significant for those who practiced mindfulness. Lastly, mindfulness did not moderate the relationship between daily micro-events and performance via affective reactions (for both samples). This study expands the affective events theory for the hospitality context and thus highlights the role of daily micro-events in stimulating employees’ performance and well-being. Furthermore, it shows how mindfulness as a trait may be relevant for employees who work in this context.
... The interrelation between managing own "sustainable career" [31]; [32] and the Project manager role has been a growing focus of research in the last year [33]; [34]; [35]; [36]; [37], so as the roles and competences of the Project manager [38]; [39]; [40]. ...
The paper presents one of the results of an innovative research on the training value of Project management. The research was realized in the field of the Ph.D. in Education and Psychology at the University of Florence. The research has investigated the potentiality of Project management for the development of those transversal skills useful for employability. The main focus of the research has been the effects of learning Project management in formal contexts, as well as the embedded training value of Project management itself. The paper focuses on learning enablers and learning benefits of Project management in tertiary education
Keywords: Project management; employability; transversal skills; sustainability citizens
... Very importantly, the employers are expected to provide suitable and right working conditions in order to make sure the performance of employees meets the required standards. Employees' performance is depending on the willingness and also the openness of the employees themselves on doing their job (Sinha, 2001). Ducker (2020) describes productivity as a means to balance between all factors of production that will give the maximum output with the smallest efforts. ...
Purpose: The purpose of this research is to analyze the importance of the internal work environment and how it can promote organizational productivity. A work environment in the organization must be taken seriously because it is a way of defining the organization itself, it embraces all physical features in the workplace that can promote effective work operation, the ability of workers to relate properly, interact effectively, and connect well with their colleagues or those in the top-level management on work-related issues. Research Methodology: This article adopts the secondary data through consultation of several textbooks, magazines, journals, and other publications. Findings: It was observed that the organization fails to promote a good internal working environment, poor working conditions, disordered workplace, fails to include the employee in decision-making processes which can affect the level of productivity and hinder organizational objectives. Limitations: The major limitations to the study are time constraints, access to literature, and the age of data since the research is based on secondary data. Contribution: The research can contribute immensely to the growth and development of any organization either public or private and every other government ministry on how to manage the internal work environment.
... In such a demanding environment, it is essential to offer project specialists support in their career development (El-Sabaa, 2001). A project can be understood as a temporary organisation (Turner, Müller, 2003), and what is also substantially limited in this context is planning of a project manager career. ...
Purpose of the article: This paper focuses on the issues of project manager competencies in corporate practice. It presents required project management competencies from the point of view of corporate management representatives – human resource managers.Methodology/methods: The paper introduces the outcomes of the research conducted in the chemical companies in the Czech Republic in 2019. The research involved 514 chemical companies that were active in manufacturing chemical substances; in total, 60 from the addressed number of respondents replied.Scientific aim: The scientific aim of this paper is to summarise the required project management competencies from the point of view of corporate management representatives.Findings: The article presents the most important requirements for the project manager’s competencies, project manager selecting tools and tools for enhancing competencies. The specification of requirements on this position and their verification, the selection of project managers and education in area of project management are indicative of one of the possible practical forms of Career Systems for Project Managers.Conclusions: This paper identifies the required project management competencies from the point of view of corporate management representatives – human resource managers and tools usable for project managers’ career development. The limiting factor of the paper is the scope of activity of the companies focussing solely on the chemical industry. Implementation of recommended tools and procedures in human resource management can bring a new dimension into corporate human resource management, project management, improvements in relationships in the teams, in the workplace, and broader possibilities of employee development.
Over the past few years, increasing attention has been given to the importance of emotional intelligence (EQ) in the project environment. Project managers and project team members are faced with increasing amounts of stress and responsibilities with regard to project deliverables in a constantly changing environment. The key focus of the research study reported in this paper was to determine whether the success of project managers in the aviation industry is associated with how they master the use of EQ skills and also whether a specific EQ clusters plays a more important role in the effective management of aviation projects. The paper focused on project managers and project team members involved in aviation projects inside of South Africa. The first step of this research was to conduct a comprehensive literature study on EQ, project human resource management and the aviation industry. It was decided to use the EQ model, as proposed by Daniel Goleman, as a basis for the research study. The next step was to generate a questionnaire and to gather data. The results are based on the perceptions of 84 respondents. The questionnaire used in this study was adapted from a questionnaire developed during a previous study. The four clusters consist of the quadrants of: self-awareness, self-management, social awareness and relationship management. EQ was found to be an important attribute for project managers in the aviation industry and all the quadrants were found to be of equal importance.
The integration of Vocational Skill in Classroom Based Assessment Instrument
This study empirically examines the impact of Robert Katz's skills of managers in private schools in Pauri district, Uttarakhand, India. The impact of technical skills (X1), human skills (X2) and conceptual skills (X3), considered as independent variables, on the effectiveness of school management (Y), the dependent variable, was analysed. Using relevant questionnaires, a survey was conducted in the privately managed schools of the region, through the convenience sampling method. The data obtained were 190 respondents from different schools, of which 102 were male and 88 females, consisting of staff, teachers, administrators and students. The data has been analysed by multiple linear regression method using SPSS 21 as statical tool. The human skills were found to be the most important skills followed by the technical skills and the least being the conceptual skills in terms of their impact in school management.
Purpose
Researcher agreed that job performance has a positive effect on productivity as well as an organisation’s efficiency. Thus, this study aims to investigate the impact of mindfulness skill, inclusive leadership (IL), employee work engagement and self-compassion on the overall job performance of secondary school teachers in Hong Kong. It then evaluates the mediating effect of employee work engagement between the relationships of mindfulness skill, IL and job performance, as well as the moderate effect of self-compassion between the relationships of mindfulness skill, IL and employee work engagement.
Design/methodology/approach
The sample comprised 263 teachers working from three secondary schools in Sha Tin, Hong Kong. The data was then analysed using Smart PLS version 4.0.9.
Findings
The results showed significant positive relationships between mindfulness skill and IL towards employee work engagement and between employee work engagement and job performance; meanwhile, there emerged a significant effect on the relationship between mindfulness skill and IL towards job performance. Furthermore, this research has confirmed that self-compassion did not moderate the relationship between mindfulness skill, IL and employee work engagement, but employee work engagement plays a mediating effect on the relationship between mindfulness skill, IL and job performance.
Originality/value
This research has helped to fill the literature gap by examining the mediating roles of employee work engagement and mediator role of self-compassion in the integrated relationship of multi-factor and job performance. Examining the mediating role of employee work engagement has helped to enhance the understanding of the underlying principle of the indirect influence of mindfulness skill, IL and job performance. The result of this research shows that self-compassion plays a vital role in influencing the employees’ work engagement. Hence, it is important that companies design human resource management policy that enables self-compassion to be used as a consideration psychological-related strategy when structing organisation or teams. It is also crucial for top management and policymakers to define and communicate the organisation’s operating principle, value and goals.
Purpose
New product development (NPD) projects are strategically important for firms’ operations but suffer from high failure rates. Leadership is a key factor for project success. However, in contrast to positive project leadership, project managers’ knowledge hiding has received little attention. Drawing on the input-mediator-output (IMO) framework and model of work team resilience, we explored the effect of project managers’ destructive knowledge hiding (i.e. evasive hiding and playing dumb) on project team performance (i.e. efficiency and effectiveness) and the serial indirect effect through team psychological safety and transactive memory systems.
Design/methodology/approach
We conducted a time-lagged multiple-sourcing investigation of Chinese high-tech firms and tested the hypotheses using data collected from 105 NPD project teams.
Findings
Our findings demonstrated that project managers’ knowledge hiding negatively affects NPD project team performance and indirectly negatively affects transactive memory systems through team psychological safety. Moreover, project managers’ knowledge hiding exerts a negative indirect effect on team performance through team psychological safety and transactive memory systems in serial.
Originality/value
This study contributes to the literature on operations management (OM) by broadening our understanding of the connection between project managers' destructive knowledge hiding and the failure of NPD projects. In providing such insight, it also offers practical guidance for overcoming team-level obstacles arising from project managers' knowledge hiding.
Purpose
This research explores project manager (PM) behavior in their professional virtual communities (PVCs), using social identity theory as a theoretical foundation. The purpose is to examine the extent to which PMs seek information on key topics in the Project Management Body of Knowledge Guide (PMBoK).
Design/methodology/approach
A text data analytics methodology that uses quantitative and qualitative analysis techniques is followed. The research method reveals relationships in language-based data gathered from six project management forums and blogs.
Findings
Information related to all the PMBoK topics is sought in the project management virtual communities. People management topics account for a dominant portion of interactions. The findings enhance social identification theorizing for the PM role. From a practical standpoint, the findings shed light on focal areas for greater emphasis in PM PVCs.
Originality/value
Our people management finding constructively replicates existing findings via a large, global sample and strengthens calls for increased focus on people management matters in project management. As a result, we call for increased scholarly attention to people management in project management. Finally, we encourage pursuit of several research questions to enhance knowledge of PM information-seeking behavior.
Purpose
Although there has been an increase in the application of a variety of robust technologies and systems, the oil and gas sector relies on project managers’ soft skills for success because of their vital role. Therefore, this study aims to explore the profound influence of project managers’ soft communication skills on successful risk management within Libya’s oil and gas projects.
Design/methodology/approach
A review of relevant literature and a quantitative approach through the administration of a questionnaire were used to determine factors impacting risk management implementation related to managerial communication skills. A total of 246 valid responses were received from the oil and gas companies in Tripoli, Libya. Partial least squares structural equation modelling was used to examine the direct and moderating relationship drawn by the hypotheses.
Findings
The findings suggest that managerial soft skills may be used to improve continuous risk management processes and intra-project communication. It was found that the experience is strengthening the positive relationship between written communication soft skills and project risk management implementation among Libyan oil and gas construction projects.
Originality/value
This study defines project managers’ soft communication skills and analyzes project managers’ soft communication skills with the role of experience as a moderator. This paper presents a valuable contribution by offering original insights tailored explicitly to the Libyan context. The information presented in this paper is relevant to project managers operating within the oil and gas industry. It also offers a novel approach to risk management in the Libyan oil and gas industry that can improve project efficiency and effectiveness.
To achieve sustainable development in the construction industry through effective management of projects implementing smart technologies, the technological competency of project managers (PMs) has become increasingly important. This study aims to: (i) investigate the significant attributes of PMs' technological competency when implementing smart technologies for effective project management; (ii) develop a Technological Competency Framework (TCF) for PMs; and (iii) assess critical determinants in the TCF. To achieve these objectives, the attributes of PMs' technological competency and their relative importance were investigated and assessed through a comprehensive literature review, expert interviews, a structured questionnaire survey and statistical analyses. The results showed that the identified attributes in TCF were statistically significant, with project management knowledge, personal characteristics, and skills in managing projects having the highest priority. This study enriches the knowledge of technological competency for PMs in project management and provides guidance for the industry to implement smart technologies for sustainable development.
El objetivo de la presente investigación fue analizar las competencias blandas como fundamento para la gestión de proyectos sociales en las oficinas de gerencia de proyectos del sistema de universidades públicas de la República de Venezuela. Para alcanzar los objetivos se utilizaron las bases teóricas de los autores del comportamiento organizacional, gerencia de proyectos, trabajos especiales de grados y artículos de alto impacto científico en lo que a las habilidades blandas y gestión de proyectos se refiere. El tipo de investigación fue de tipo aplicada y descriptiva. Como instrumentos de recolección de datos se utilizaron la observación simple, la investigación documental, entrevistas no estructuradas y una encuesta de percepciones; para este instrumento, se utilizó el desarrollado en el estudio “Perfiles de estilo gerencial de gerentes de proyectos exitosos: Una encuesta”, de los investigadores, (Montequina, Nieto, Ortega y Villanueva 2015). La población estuvo constituida por 60 profesionales en proyectos. Los resultados permitieron identificar las competencias y habilidades más relevantes que debe tener un gerente de proyectos social para tener un buen desempeño. Finalmente se recomienda la incorporación en la formación de equipos de proyectos sociales, el perfil del gerente social, el concepto, la gestión del ciclo, los principios, el ciclo de vida del proyecto social, el enfoque de marco lógico y la matriz de planificación con estudios de casos reales y prácticos. Palabras Clave: Habilidades Blandas, Gerencia de Proyectos, Proyectos Sociales
The project manager's skills requirements at the conceptual phase of mass housing building projects
The aim of this study was to investigate the effects of the working environment on employee performance in Bole lemi Industrial Park found around Addis Ababa, Ethiopia. A quantitative research approach with an explanatory research design was adopted in carrying out this research. Cross-sectional data were collected to address the study’s research objectives using a questionnaire from 315 employees using a random probability sampling technique. The collected data were analyzed using descriptive statistics, correlation, and regression analysis through the statistical package for social science (SPSS) version 25. The study used seven major working environment factors including physical environment, reward, democratic leadership style, work-life balance, training, workload, and discrimination as predictor variables and employee performance as the dependent variables. The finding of the research highlights that physical work environment, reward, and training have a positive and statistically significant impact on employee performance while workload and discrimination have a negative and statistically significant impact on employee performance. On the other hand, democratic leadership style and work-life balance have shown statistically insignificant impacts on employee performance. Based on the findings of the study, recommendations made for the management of the industrial park are: physical work environment in terms of lighting, noise level, temperature, and ventilation should be made sure that they stay at an acceptable level, discrimination has to be minimized at the workplace by encouraging employee irrespective of gender, age, ethnic group or religious belief to participate in decision making as this will help to reduce discrimination in the workplace.
Under the background of the innovation of the futures market, the mixed operation of the capital market and the liberalization of the financial market, China's futures companies are faced with rare opportunities for development, as well as severe difficulties and challenges. Based on the theoretical model and analysis, this paper discusses the impact of economic policy uncertainty on the performance of commodity futures companies based on the panel data of China's A-share agricultural, forestry, fishery and animal husbandry, manufacturing listed companies and the Baker's China economic policy uncertainty index from 2013 to 2020, and draws the conclusion that China's economic policy uncertainty can have a positive impact on the performance of China's agricultural, forestry, fishery and animal husbandry, manufacturing commodity futures companies. In light of this perspective, it is essential for government agencies to carefully assess the influence on various economic sectors while employing policy measures to manage economic growth and mitigate the effects of economic fluctuations. This would prevent policy-induced fluctuations. Simultaneously, it is crucial for commodity futures companies to bolster innovation and enhance their operational capabilities in order to secure long-term progress.
This study aims to investigate the relationship between employee attitudes toward organizational change, human resource management (HRM) practices, and social support in Chinese State-owned enterprises (SOEs). It also explores how the SOEs context impacts the above relationships. Quantitative research was conducted using 143 participants from Chinese SOEs. A hierarchical regression model was built to test how social support and HRM practices impact employee attitudes toward organizational change. The results indicate that social support and most HRM practices in SOEs are not statistically significant predictors of an employee’s positive attitude. This finding suggests that contextual influences of SOEs limit the effectiveness of HRM practices. This research contributes to our understanding of the Chinese government’s impact on employee attitudes in SOEs and the complexity of multi-party reciprocity dynamics.
There is no existing literature on the management career path, training, and education for securing finance for real estate project development in developed and emerging economies. This chapter helps to bridge the gap in knowledge by developing a conceptual framework for career path and a conceptual framework for training and education for securing finance for real estate project development. This study employed qualitative and quantitative research designs focused on a case study of three developed and emerging economies, respectively. Using random sampling and snowballing, an online questionnaire survey was administered to real estate project development managers in developed and emerging economies, including Germany, the UK, the USA, China, Nigeria, and South Africa. The research participants were a total of 116 managers made up of 35 interviews and 81 responses to the questionnaire surveys. The conceptual framework for a career path and training & education for securing finance for real estate project development is to support real estate managers in securing finance for real estate project development and serve as a guide in training and education for both academia and the industry.
In order for the project to be successfully implemented, each individual involved in the project must possess appropriate competencies and skills. Competencies/skills have a great influence when assembling the project team itself and when deciding on the inclusion of new members in the existing project team. In particular, the competencies and skills of the project manager have an impact on the successful realization of the project's goals. The members of the project team must possess certain competencies/skills in order to successfully cooperate with each other and to successfully implement the tasks assigned to them. The main goal of this research paper is a comparative review and analysis of competencies/skills in traditional and agile project management approaches. Also, the paper highlights the roles, responsibilities and powers of each team member, both in the traditional and in the agile approach.
The author examines the simple but profound hypothesis that reducing throughput time (the length of time between the arrival of raw materials at the factory and the shipment of the finished product) is the single most important determinant of improved factory productivity. He concludes that focusing on throughput time forces managers to reduce inventories, setup time, and lot sizes; in addition, it encourages improved quality, revamped factory layout, stabilized production schedules, and minimized engineering changes. The three research studies on which this article is based indicate that, of all the possible techniques for improving productivity, only the JIT-related ones are statistically, demonstrably effective.
Widespread internal changes in organizations are wreaking havoc on traditional careers. Many people are experiencing major difficulties in their attempts to adapt to the uncertainties of career life. Observing these difficulties, writers on careers have begun to advise individuals to take personal control over their careers by becoming more versatile in their skills, accepting of change, and active in shaping their life at work. Increasingly, organizations are seen as freed from the responsibility of managing careers in their efforts to remain flexible and ready to shift with environmental changes. However, both individuals and organizations have needs for stability and for change. Organizations are better advised to adopt a pluralistic approach to career management that embraces different definitions of career success. In so doing, they will be better able to support the diverse needs of their employees and, simultaneously, enable the organization to reward and maintain diverse competencies in their workforces.
Many examples exist of project management tools used for tracking the ‘harder’ technical aspects of projects throughout their development and implementation. While there are great advantages to the use of these techniques, they have some potential drawbacks for project managers as well. The Project Implementation Profile (PIP) was developed with two purposes in mind. First, it allows the project manager to assess the ‘softer’ behavioural side of the project management process to determine the status of the project in relation to its human elements. Second, the PIP gives project managers the opportunity to focus some of their attention of the strategic issues of project development. This paper discusses the project implementation process, focussing on ten critical project success factors identified as the result of a recent study. It further outlines the ways in which the PIP can be used by project managers. Finally, an illustrative example of a project that used the PIP to advantage is given.
A study was conducted of 97 projects identified as failures by the
projects' managers or parent organizations. Using the project
implementation profile, a set of managerially controllable factors is
identified as associated with project failure. The factors differed
according to three contingency variables: the precise way in which
failure was defined; the type of project, and the stage of the project
in its life cycle. Implications for project management and for future
research on failed projects are discussed. The results demonstrated
empirical justification for a multidimensional construct of project
failure, encompassing both internal efficiency and external
effectiveness aspects. The fact that the critical factors associated
with failure depended on the way in which failure is defined suggests
that it is necessary to know considerably more about how project
managers define failure (and success) and, indeed how the parent
organization makes judgments on the matter
Strategy making has changed. No longer is the carefully conducted industry analysis or deliberate strategic plan a guarantee of success. Speed matters. A strategy that takes too long to formulate is at least as ineffective as the wrong strategy. But, how do decision makers make fast, yet high-quality, strategic choices? This article describes the powerful tactics that fast decision makers use. They maintain constant watch over real time operating information and rely on quick, comparative analysis to speed cognitive processing. They favor approaches to conflict resolution which are rapid and yet maintain group cohesion. Finally, their reliance on the private advice of experienced counselors and on integration with other decisions bolsters their confidence to decide quickly in the face of big stakes and high uncertainty. © 1990, The Regents of the University of California. All rights reserved.
The literature has revealed that there has been little research to determine the underlying cause of project failure. In addition, the literature has indicated that public money in Australia is being misspent on projects. In light of these two revelations, the objective of this article is to provide a general management model to predict success or failure for the construction, or execution stage of a project. Fourteen variables that affect project success are outlined, as well as the number of times the variable is mentioned in the research literature as a reason for project success. Controlling these variables will at best help a project achieve success, and at least help increase efficiency within the project execution phase of the project. It is estimated that even improving efficiency by 1 percent can add up to a $380 million savings in a year.
Both the amount and value of internal communication vary with the specific R&D function to be performed. Product and process development projects benefit far more than research or technical service projects from good internal communication. Technical service projects show higher performance when the project manager assumes primary responsibility for coupling the project to other parts of the organization.
This study examined the relationship between integrated manufacturing, defined as the use of advanced manufacturing technology (AMT), just-in-time inventory control (JIT), and total quality management (TQ), and human resource management from a human capital perspective. Data from managers and nonmanagers showed several direct and interactive effects. AMT was positively related to selective staffing, comprehensive training, developmental appraisal, and externally equitable rewards for operations employees and to selective staffing for quality employees. TQ was positively related to these same human resource practices in quality and was also related to the comprehensiveness of training for operations employees. JIT was negatively related to selective staffing in operations and to performance appraisal in quality and positively related to staffing in quality. The two- and three-way interactions had negative effects.
This book introduces the reader to terms and concepts that are necessary to understand OB and their application to modern organizations. It also offers sufficient grounding in the field that enables the reader to read scholarly publications such as HR, CMR, and AMJ. This edition features new material on emotional intelligence, knowledge management, group dynamics, virtual teams, organizational change, and organizational structure.
In preparing the 4th edition of "Organizational Behavior," I concentrated on developing several themes that are current in contemporary organizational life. This development included adding new content, expanding previous coverage, and addressing the themes throughout the text to enhance integration.
The global aspects of organizational life have received expanded treatment in this edition.
The changing nature of workplace demographics and a need to provide a welcoming work environment for all organizational members has led to explicit coverage of workforce diversity.
Contemporary organizations are focusing more and more on teamwork.
Many organizations are reengineering, exploiting advanced technology, and experimenting with total quality management programs. These interrelated topics, all involving organizational change, are the focus of another theme in this edition.
Finally, the [textbook] reflects the continuing role of ethics in organizational decision making.
Each chapter concludes with an executive summary, key concepts, and discussion questions. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The performance appraisal process is construed as a function of 3 interacting systems: organizational context, the appraiser's information processing system, and the behavioral system of the appraisee. It is argued that aspects of each system constrain the ability of the appraisal process to produce accurate, unbiased, and reliable assessment of individual behavior and performance. The following characteristics of the appraisal process are discussed: (1) observation, reward opportunities, and systemic issues such as function and expectations within the context of the organization; (2) the appraiser's automatic attention processes, categorization and memory, and information search and recall; and (3) appraisees' automatic and controlled modes of behavior. Recommendations for improving the appraisal process are presented. (9 p ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
To manage projects with quality as a key objective requires the implementation of sound project management practices. For any project management system to be effective, a project must be managed by a project manager who exhibits high quality managerial attributes. The paper presents research sponsored by the Construction Industry Institute. The research confirms empirically the critical relationship between the project manager's managerial attributes, the use of key project management principles and practices, and project performance. The paper describes the research approach and includes interpretation of the findings. The results indicate that many project managers are perceived as having average or less than average managerial skills. Because of the importance of the project manager's position, possible strategies to improve project manager effectiveness are offered.
Based on the initial results of a multi-year research study, the managerial practices of successful large companies and their smaller counterparts are evaluated and patterns in their innovation approaches are considered. A combination of past and present research is used to determine factors crucial to successful small firm innovation. The primary factors identified are: (1) effective technological innovation develops from a knowledge and response to customer demand; (2) founders' commitment to their objective, being technology pioneers and good problem solvers allow them to persevere despite the set-backs, frustrations, and ambiguities that accompany innovations; (3) delays between innovation and commercial production can range from 3 to 25 years, so perseverance is key; (4) few overhead costs are incurred for some small firms (especially home-based businesses) which decreases the risk facing small operations and improves the value of their present success; (5) solutions are adopted wherever they can be found and this unencumbered approach removes limits on imagination and increases motivation; (6) undeterred by delays common in large companies, the inventor-entrepreneur can experiment, test, recycle, and try again with little time lost and can gain timing and performance advantages; (7) inventor-entrepreneurs can foresee tangible personal rewards if they succeed, unlike entrepreneurs with monetary goals who may panic or quit without monetary rewards; and (8) the number and variety of sources for small business financing available in the U.S. is a huge asset to inventor-entrepreneurs. In addition, interviews and secondary sources were used and cross-checked to establish the management patterns of several outstanding innovative large companies in Europe, the United States, and Japan. Finding show these are the most important patterns for successful innovation in large firms: (1) atmosphere and vision; (2) orientation to the market; (3) small, flat organizations; (4) multiple approaches; (5) developmental shoot-outs; (6) small teams of engineers, technicians, designers, and model makers with no intervening organizational or physical barriers to developing a new product from idea to commercial prototype stages; and (7) interactive learning. Finally, these key elements necessary for established companies wishing to innovate are identified and discussed: (1) opportunity orientation; (2) structuring for innovation; and (3) complex portfolio planning. (SFL)
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A study of 492 management information systems (MIS) managers was
conducted to determine the degree of satisfaction with MIS project teams
and the factors associated with successful teams. In general, project
teams met, and in many cases, exceeded expectations. Respondents were
divided into two groups: managers whose expectations were exceeded and
those whose expectations were not. Test of differences showed that only
one characteristic, the size of the MIS department, significantly
distinguishes between these two groups. In addition, the two groups were
tested for differences in attitudes toward items that have been noted in
the literature as being either an advantage or disadvantage of project
management. Many statistically significant differences were found. An
analysis of the possible reasons for these results and a discussion of
their practical significance are given
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