Modeling Project Manager Competency: An Integrated Mathematical Approach

Hanna, Awad S.; Ibrahim, Michael W.; Lotfallah, Wafik Boulos; Iskandar, Karim A.; Russell, Jeffrey S.

doi:10.1061/(asce)co.1943-7862.0001141

Cited by 47 publications

(44 citation statements)

References 11 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Individuals highlight only benefits and downplay risks to secure their positions in the project team by sounding more enthusiastic and positive. Liu et al (2015) argue that blocking the communication Hanna et al (2016) argue that training is an enabler in better competency matching. The paper suggests that project managers should focus on developing their cognitive skills rather than working in a process-driven setup.…”

Section: Barriers In Project Risk Managementmentioning

confidence: 99%

Analysis of interactions among barriers in project risk management

et al. 2017

View full text Add to dashboard Cite

In the context of the scope, time, cost, and quality constraints, failure is not uncommon in project management. While small projects have 70% chances of success, large projects virtually have no chance of meeting the quadruple constraints. While there is no dearth of research on project risk management, the manifestation of barriers to project risk management is a less dwelt topic. The success of project management is oftentimes based on the understanding of barriers to effective risk management, application of appropriate risk management methodology, proactive leadership to avoid barriers, workers' attitude, adequate resources, organizational culture, and involvement of top management. This paper represents various risk categories and barriers to risk management in domestic and international projects through literature survey and feedback from project professionals. After analysing the various modelling methods used in project risk management literature, interpretive structural modelling (ISM) and MICMAC analysis have been used to analyse interactions among the barriers and prioritize them. The analysis indicates that lack of top management support, lack of formal training, and lack of addressing cultural differences are the high priority barriers, among many others.

show abstract

Section: Barriers In Project Risk Managementmentioning

confidence: 99%

Analysis of interactions among barriers in project risk management

et al. 2017

View full text Add to dashboard Cite

show abstract

“…Hanna et al [3] distinguish outstanding PMs from average ones and reflect on the relative importance that professionals in the construction industry attribute to each competence of a PM. By using an additive model in their research, they consider that a PM's particular deficiency in a competence area could be compensated by another where this same PM has greater success.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Therefore, Hanna et al [3] say that a strategy for solving these persisting problems and achieving better project performance lies in further study of the human component, particularly project managers (PMs). Russell et al [4] also affirm that it is PMs who are responsible for ensuring the general success of a construction project, which includes their seeing to it that objectives associated with cost, schedule, quality, and safety are met.…”

Section: Introductionmentioning

confidence: 99%

“…According to Dainty et al [14] and Hanna et al [3], although there have been numerous frameworks developed to evaluate PMs, the literature reveals that how the relative importance of PMs' competencies is evaluated has been based on subjective techniques rather than techniques based on empirical data. Furthermore, people who are employed as managers in the construction sector are given different job titles and roles despite the fact that the responsibilities assigned to PMs are often very similar, while in other cases, some roles given to PMs should be undertaken by other managers.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

A Classification Model for Managers by Competencies: A Case Study in the Construction Sector

Famá

Alencar

2017

Mathematical Problems in Engineering

View full text Add to dashboard Cite

Many companies have difficulties in filling managerial positions. This is because there is a lack in understanding of the competencies that a manager must have. This is as true for those responsible for selecting managers as it is for the employee who aspires to be a manager. Furthermore, the construction industry seeks to appoint managers who are likely to excel in several different managerial roles. However, currently, there is no model that classifies managers by the different competencies they need to perform specific functions. This paper presents how a nonordered classification method was applied in a construction company in order to select managers for different roles. While no manager is considered to be more important than any other, they nevertheless need to have different competencies that match those needed for the job assigned to them. The model also serves as a guide for evaluating whether or not those already in or being considered for a managerial position have the competencies required.

show abstract

“…Construction engineering is a technologically complex business that determines high-level requirements to the development of managerial skills for leaders [1]. It must be noted that the issue of implementing the managerial function is still important [2].…”

Section: Introductionmentioning

confidence: 99%

The Strategy of Management Тraining in the Construction Engineering

Khripko

2017

MATEC Web Conf.

View full text Add to dashboard Cite

Abstract. The operating efficiency of leaders in the construction industry is largely determined by the level of formation of managerial skills. Along with this, it is stated that the process of formation and development of managerial skills for leaders in the construction engineering is attended by a number of difficulties and frequently doesn't make it past the threshold. This paper formulates a new approach in the formation of managerial skills of leaders in the construction engineering. The cross-sectoral assessment of managerial skills featuring the heads of the construction engineering and other industries, such as energy, metallurgy, showed low-performing managerial skills for the heads of the construction industry. The reasons of the formation of low-performing managerial skills in this article are referred to as peculiar features of organizational behavior in the construction engineering, in particular an imminent regression in the leader-follower system. Based on the results of the research conducted, the similarity of issues in regard to managerial skills in these areas is inherent in key differences in the formulation of priorities of corporate competencies.

show abstract

Modeling Project Manager Competency: An Integrated Mathematical Approach

Cited by 47 publications

References 11 publications

Analysis of interactions among barriers in project risk management

Analysis of interactions among barriers in project risk management

A Classification Model for Managers by Competencies: A Case Study in the Construction Sector

The Strategy of Management Тraining in the Construction Engineering

Contact Info

Product

Resources

About