Identification of the critical project management competencies of architects in the Ghanaian construction industry

Abstract

The need for architects to possess key project management (PM) competencies to enable them to perform effectively and efficiently with other professionals in this collaborative multi-disciplinary team-based industry has engaged the attention of stakeholders in recent times. Notably, the PM skills required by project teams may differ significantly across different project professionals. While some PM skills may be common across all the professionals in the project teams, there is no denying the fact that some PM skills are likely to be significant to the role of architects in construction project delivery. However, the PM skills requisite for the architects' work culture, team dynamics and the construction industry are not well established. The main aim of this study is to identify the critical project management competencies of architects in project delivery in the Ghanaian construction industry. Through the use of a questionnaire survey and means scores and KruskalÀWallis analysis, 12 competencies were identified as important for architects. The findings should help architects to align their professional development towards improving their PM skills in the Ghanaian construction industry. IntroductionArchitects are assuming multifaceted role of project designers, project team leaders and project supervisors in both the global and Ghanaian construction industries. Ling (2002) and Oyedele et al. (2003) revealed that architects are gaining employment in organizations and the construction industry beyond their traditional roles. Fadamiro and Ogunsemi (1996), Odusami and Iyagba (2001) and Lampel (2001) agreed that architects are most suitable for project leadership, based on their knowledge and skills in the relevant fields of managing and delivering construction projects. However, Ogunsemi et al. (2008) revealed that architects need to advance their knowledge and skills in project management (PM) to be able to perform effectively as project team leaders as well as team participants in their traditional and emerging contemporary roles in the construction industry. Oyedele et al. (2003) also considered that given the diversity of employment opportunities and roles of architects in the construction industry, PM skills are critical for their performance in project delivery. Love et al. (2005) have also argued that globalization has led to a need for shared understanding of basic project management competencies, knowledge and techniques across all project team participants in the delivery of construction projects.These assertions and arguments are underpinned by the fact that the PM concept has emerged and become more prevalent today as the management paradigm to effectively salvage the numerous managerial failures associated with previous management approaches in the construction industry (Love et al. 2005;Ogunsemi et al. 2008;Ahadzie et al. 2009). Ahadzie et al. (2009Ahadzie et al. ( , 2014 revealed that the PM concept has emerged as the dominant management paradigm in the Ghanaian construction industry (GCI) in recent ...

Examining the Performance Level of Project Management Competencies of Architects in Ghana Using Gap Analysis Approach

“…These respondents were concentrated in the Greater Accra and Ashanti regions of Ghana. The focus on these two major regions in the data collection was based on the fact that empirically, greater percentages of the built environment professionals and projects are located in Accra and Kumasi (Kwofie, Adinyira and Botchway, 2015;Ahadzie, Proverbs and Sarkodie-Poku, 2014). Mean scores, Kruskal-Wallis Test and gap analysis were employed to analyse and interpret the results.…”

“…Kwofie, Adinyira and Botchway (2015) portraying a deep understanding of the tasks, roles, cultural and professional characteristics of the GCI identified 12 critical PM competencies required by architects for effective and efficient project delivery and task performance in the GCI. The theoretical validity of these competencies by Kwofie, Adinyira and Botchway (2015) is that, they integrate the tenets of the three parameters of PM knowledge and skills towards professional competencies espoused by Omidvar, Samad and Zafarghandi (2011) and most regulatory PM professional bodies. The study further integrated the arguments forwarded by Bothma (2012), Rwelamila (2007), Odusami (2002), Edum-Fotwe and McCaffer (2000) on the PM skill gaps and requirements of professionals in the construction industry.…”

“…A critique of previous studies reveal that the primary focus has been on the identification of key PM competencies across the project team neglecting the evaluation of how project team participants perform on these critical PM skills (see Dainty, Cheng and Moore, 2004;Ahadzie et al, 2009;Bothma, 2009;Kwofie, Adinyira and Botchway, 2015). The main aim of this study was to assess the performance level of architects' critical PM competencies in order to engender their training and development to inform their acceptable level of contribution to management practices in project teams towards delivery success.…”

“…Hence, the poor performance on this crucial skill can be perceived as a worrying sign for the industry. Kwofie, Adinyira and Botchway (2015) revealed that, many professional architects lack clear understanding and knowledge on the public procurement regulations that controls public procurement in Ghana. A plausible explanation to this is that the regulation though was passed in year 2003, it is yet to be integrated into the professional training of architects in most institutions training architects in Ghana.…”

Relationship clusters and performance of conflict management strategies in cross-organisational projects teams

“…Based on the shared attributes of this study with previous studies (see Tan et al ., 2012, 2017; Lee and Sawang, 2016; Manley and Chen, 2016; Mooi and Sarstedt, 2011), the positivist approach was adopted to ensure triangulation and theoretical validity. In ensuring consistency, the study further adopted quantitative paradigm using questionnaire survey largely due to suitability and appropriateness for testing prior formulations, testing theories and objective evaluations among constructs and variables that is consistent with the positivist paradigm (Fellows and Liu, 2008; Kwofie et al ., 2015a, b). The sampling frame consisted of project teams, professionals, stakeholders, groups and organizations actively involved in project delivery in Ghanaian construction industry.…”