Competency Based Optimized Assignment of Project Managers to Projects

Sebt, Mohammad Hassan; Shahhosseini, Vahid; Rezaei, Mohammad

doi:10.1109/uksim.2010.65

Cited by 8 publications

(9 citation statements)

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“…Extant research has also called for expanding the scope of project manager's competency to areas outside project management, to especially human resource management, as projects become more complex (Reusch, Khushnood, & Kaufmann, 2011). The project manager's competencies broadly fall into three areas-knowledge of project management processes, managing project performance, and managing people (Sebt, Shahhosseini, & Rezaei, 2010). These models for project manager's competency are grounded in previous studies that underscored team leadership, emotional intelligence (Dainty, Cheng, &Moore, 2005), teamwork, problem solving, engagement &motivation, openness, andcreativity (Shahhosseini, &Sebt, 2011).…”

Section: Cluster 5 People Management Competencies Of Project Managermentioning

confidence: 99%

Human Resource Management in Project Management: Ideas at the Cusp

Dwivedula¹

2019

European Project Management Journal

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Human resource management is an important function when managing projects. Over the years, project management has developed and consolidated a robust theory base that lead to a body of knowledge that is unique to its practice and distinct within the larger management discipline. In this direction, this is an opportune moment to reflect on the themes explored within the project management literature that is specific to managing people. Using 104 peer-reviewed articles extracted from web of science database, 6 research themes have been identified that lie at the intersection of project management and human resource management. Co-occurrence of key words is the methodology employed. The themes are Human resource management as a critical success factor for projects, Project manager as an enabler of project success, Projects human resource as vehicle for organizational competitiveness, Project-Human Resource management as engines of innovation, People management competencies of project manager, and Contextual competencies of project manager.

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Section: Cluster 5 People Management Competencies Of Project Managermentioning

confidence: 99%

Human Resource Management in Project Management: Ideas at the Cusp

Dwivedula¹

2019

European Project Management Journal

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“…Some authors refers competencies to abilities (or capabilities) to perform tasks according to the desired outcomes as a result of appropriate qualifications or training, possession of skills, physical and mental capabilities, knowledge, understanding, behaviour, and attitude (Crowl et al, 2007;Marques et al, 2010). Other authors link competencies with personal traits (i.e., motives, self-concepts, attitudes, values or occupational preference), declarative knowledge (i.e., content knowledge) and procedural skills (i.e., cognitive or behavioural) (Heneman and Ledford, 1998;Cooper, 2000;Sebt et al, 2010). Woodruffe (1993) and Kurz and Bartram (2002) consider behaviour patterns that people follow in a job to perform according to expectations as competencies.…”

Section: Employee Competenciesmentioning

confidence: 99%

Workplace context and its effect on individual competencies and performance in work teams

Rozhkov

Cheung

Tsui

2017

IJBPM

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Abstract:The purpose of this study was to understand the effect of workplace context on competencies and performance in work (project) teams. This study was conducted at seven technology-based companies in Hong Kong and China. The results of the study provide companies with important knowledge on how to encourage the right competencies to achieve high performance in a workplace. This paper attempts to propose a holistic approach on improving individual and team performance in companies. The empirical evidence obtained confirms the importance of the contextual factors as predictors of individual competencies and performance level of team members. Specifically, the study conducted for industry integrated the concepts of organisational culture, team climate and managing skills into one model that allowed the prediction of the level of competencies and the performance of team members in work teams. Keywords

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“…For example, six empirical studies were conducted by Patanakul that directly propose PM2P allocation models in the context of USA high-tech industry alone. The closest to these six studies are four studies conducted in Israel (Hadad et al, 2013), Iran (Sebt et al, 2010), Thailand (Ogunlana et al, 2002) and Egypt (El-Sabaa, 2001), in the context of the construction industry. However, these four studies are not explicit to multi-project environments, which demonstrate the absence of more relevant empirical studies on PM2P practices that are applicable to multi-project environments.…”

Section: Literature Reviewmentioning

confidence: 99%

“…For example, comparative analysis of data across project heads reveals a lack of consideration of a comprehensive list of criteria that have been identified from extensive reviews of literature (Hartman and Boyd, 1998;Ogunlana et al, 2002;Owusu et al, 2007;Sebt et al, 2010;Hadad et al, 2013) as important inputs to the PM2P allocation process.…”

Section: Identified Strengths and Weaknesses In The Pm2p Approachmentioning

confidence: 99%

“…For example, the outcome of this study is a complete explanation of the PM2P approach of a specific case study that has not been done prior to this study, consistent with the definition of originality as defined by Phillips and Pugh (2005) and Dunleavy (2003). The issue of drawing from several theories and demonstrating their application to the specific topic of PM2P process represents a gap in existing empirical studies El-Sabaa, 2001;Ogunlana et al, 2002;Sebt et al, 2010;Hadad et al, 2013) on this specific topic that is being filled by this study. The following is a summary of the major conclusions drawn from this study: (1) strengths in the PM2P practice were discovered in relation to the practitioner's use of management tools for forecasting project costs at organizational strategic level, as well as an appreciation of identified criteria (as per the conceptual model contents) that play a role in effective PM2P practices, (2) integrated analysis of both quantitative and qualitative data revealed gaps in the PM2P process in relation to several issues such as reliance on managerial intuition in the absence of formal and objective tools to optimize allocation decisions.…”

Section: Conclusion and Future Researchmentioning

confidence: 99%

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Project manager-to-project allocations in practice: an empirical study of the decision-making practices of a multi-project based organization

Seboni

Tutesigensi

2015

Construction Management and Economics

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Empirical studies that examine how managers make project manager-to-project (PM2P) allocation decisions in multi-project settings are currently limited.Such decisions are crucial to organizational success. An empirical study of the PM2P practice, conducted in the context of Botswana, revealed ineffective processes in terms of optimality in decision-making. A conceptual model to guide effective PM2P practices was developed. The focus of this study is on deploying the model as a lens to study the PM2P practices of a large organization, with a view to identify and illustrate strengths and weaknesses. A case study was undertaken in the mining industry, where core activities in terms of projects are underground mineral explorations at identified geographical regions. A semi-structured interview protocol was used to collect data from 15 informants, using an enumeration. Integrated analysis of both data types (using univariate descriptive analysis for the quantitative data, content and thematic analysis for the qualitative data) revealed strengths in PM2P practices, demonstrated by informants' recognition of some important criteria to be considered. The key weaknesses were exemplified by a lack of effective management tools and techniques to match project managers to projects. The findings provide a novel perspective through which improvements in working practices can be made.Keywords: decision-making practices, human resource management, multiproject environment, project. IntroductionSeminal work of researchers such as Pinto and Slevin (1988), Brown and Eisenhardt (1995), Dainty et al. (2003) have demonstrated the importance of choice of project manager as one of the critical project success factors. The seminal work of these researchers has formed a basis upon which other researchers such as Patanakul, expanded on, in relation to PM2P allocation practices and the negative impact on organizational performance. For example, Patanakul et al.'s (2007) empirical study, which expanded on the seminal work of these researchers, was found to be the only relevant study in this area, conducted predominantly in USA high-tech industry and directly applicable to PM2P practices in multi-project environments. The emphasis of the current study is to expand our understanding of PM2P practices in other regions, other than North America.Allocation of project managers-to projects is an important topic because of the significant impact of this decision on organizational strategic value, particularly in a multi-project Research aimThe aim of this study was to increase our understanding of the PM2P practice in other countries and industries (using Botswana as a context). This involved use of the most up to date and comprehensive conceptual model developed in Seboni and Tutesigensi (2014). The absence of empirical studies on PM2P practices of a multi-project setting, conducted in the context of other regions such as Botswana, is considered a knowledge gap. Literature reviewPractitioners in project-based organizations make PM2P allocation...

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Competency Based Optimized Assignment of Project Managers to Projects

Cited by 8 publications

References 5 publications

Human Resource Management in Project Management: Ideas at the Cusp

Human Resource Management in Project Management: Ideas at the Cusp

Workplace context and its effect on individual competencies and performance in work teams

Project manager-to-project allocations in practice: an empirical study of the decision-making practices of a multi-project based organization

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