Prioritising project management competences across the software project life cycle

Cha, Jonghyuk; Maytorena-Sanchez, Eunice

doi:10.1108/ijmpb-11-2017-0145

Cited by 20 publications

(16 citation statements)

References 65 publications

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“…The search in the literature also revealed a convergent set of entrepreneurial metacompetences, defined similarly by Cheetham and Chivers (1996), Le Deist and Winterton (2005), Uhlenbrook and Jong (2012), Kotzab et al (2018), Cha and Maytorena-Sanchez (2019) and Yazdani and Yadollahi (2019), including:…”

Section: Consolidating Core Entrepreneurial Competencesmentioning

confidence: 97%

“…The search in the literature also revealed a convergent set of entrepreneurial meta-competences, defined similarly by Cheetham and Chivers (1996), Le Deist and Winterton (2005), Uhlenbrook and Jong (2012), Kotzab et al (2018), Cha and Maytorena-Sanchez (2019) and Yazdani and Yadollahi (2019), including: Personal and behavioral meta-competence (PBMC) : the ability to adopt appropriate behaviors during the creation of the new venture, including self-confidence, control of emotions, listening, objectivity, sensitivity to peers, conformity to professional norms and so forth; Functional meta-competence (FMC) : the ability to perform different business-related tasks to effectively produce context-related outcomes in order to be successful in the creation and deployment of the new venture; Knowledge and cognitive meta-competence (KCMC) : mastering appropriate business-related knowledge and the ability to apply this knowledge in practice, including theoretical and technical knowledge of the business field, tacit knowledge about the new venture, procedural knowledge of finance, project management and contextual knowledge about the environment in which the new venture will be created; Values and ethical meta-competence (VEMC) : the possession of appropriate professional values and the ability to make sound judgments, for example, the adherence to laws, social/moral sensitivity and confidentiality.…”

Section: Literature Reviewmentioning

confidence: 97%

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Consolidating core entrepreneurial competences: toward a meta-competence framework

Reis

Fleury

Carvalho

2020

IJEBR

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PurposeEmerging digital ventures and related breakthrough innovations result in new challenges for the development of entrepreneurial competences and demand new perspectives for entrepreneurship research. In this context, policy-makers and organizations are increasingly interested in fostering entrepreneurial competences to improve the success of policies and venture capital investments. This paper aims at identifying the core relevant entrepreneurial competences, mapping the current literature and the main clusters and going beyond toward a meta-competence framework.Design/methodology/approachThe research approach is a literature review, combining bibliometric, network and content analysis. The sampling process was conducted in the Scopus and Web of Science databases. The bibliometrics and content analysis were performed with a computer aid approach applying VosViewer1.6, Ucinet and NetDraw 2.139. The content analysis approach was performed considering a detailed coding schema developed. Finally, toward the meta-competences framework, the study applied quantitative analysis on the coding schema, particularly cross-tabulation, core-periphery and network analysis.FindingsThe results show the state of the art concerning entrepreneurial competences. The research identified a list of 98 entrepreneurial competences. Finally, the study proposes a meta-competence framework and clusters the 33 core entrepreneurial competences previously identified.Originality/valueThe proposed conceptual framework exploring meta-entrepreneurial competences offers an original contribution with implications for theory and practice. The research contributes to broadening the understanding of the entrepreneurial competences, helping on the creation, design, development and improvement of entrepreneurship educational initiatives, which are important to entrepreneurs' educators. The proposed framework contributes by providing relevant knowledge for the policy-makers' strategy formulation processes. As implications for the practice, the proposed framework can allow better assessment process for incubators and accelerators, besides more robust ventures considering learning trails based on meta-competences frameworks.

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Section: Consolidating Core Entrepreneurial Competencesmentioning

confidence: 97%

Section: Literature Reviewmentioning

confidence: 97%

Consolidating core entrepreneurial competences: toward a meta-competence framework

Reis

Fleury

Carvalho

2020

IJEBR

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“…In addition to the technical skills, the sponsor should also know how to deal with people within the company (Chandler & Thomas, 2015;Englund et al, 2007;Cha & Maytorena-Sanchez, 2019). In this context, knowing how to communicate with the stakeholders is a relevant role of the sponsor, since the company benefits when a good relationship with the stakeholders is established (Kloppenborg & Tesch, 2015).…”

Section: Project Management Styles Of the Sponsorsmentioning

confidence: 99%

“…The Standish Group (2014) showed that increasing the skills of the project sponsors improved information system (IS) project success rates from 29% in 2004 to 39% in 2012. It has also been proposed by Tsai et al (2010), Tabassi et al (2019) and Cha and Maytorena-Sanchez (2019) that the main competences and capacities of the sponsors favor the achievement of the strategic objectives of the company. Moreover, according to the Pulse survey (PMI, 2017), an actively engaged sponsor is more likely to achieve the strategic objectives of the company.…”

Section: Introductionmentioning

confidence: 99%

Influence of sponsor's management style in project prioritization

Rodrigues

Silva

2020

JIEM

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Purpose: The purpose of this paper is understand how the different styles of sponsor management influence the prioritization of projects.Design/methodology/approach: The empiric analysis used in-depth interviews with 11 executives as method for data collection and qualitative content analysis using theory and data driven categories for analysis is performed.Findings: This research points to the emergence of opportunistic management style, and to evidences of lack of strategic alignment in the project prioritization process.Research limitations/implications: The lack of prioritization methods evidences to compare with project management style. Also, the number of project managers to interview as experts.Practical implications: The analysis shows that committees and post-project evaluation be established to mitigate failures in the prioritization process impacted from sponsor’s management styles influence.Originality/value: The paper provides a critical perspective about sponsor’s management styles and project prioritization context; it is important to highlight how different management styles of the sponsor result in different behaviors in the companies.

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“…life cycle, 9 mitigate project risks, 10 and generally manage software project resources and quality. 4 Benchmarking software development is not a trivial process.…”

mentioning

confidence: 99%

Quantitative software project management with mixed data: A comparison of radial, nonradial, and ensemble data envelopment analysis models

Pendharkar

Rodger

2021

J Software Evolu Process

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Data envelopment analysis (DEA) models are often used for benchmarking software projects, and traditional DEA models only allow for the use of continuous variables.This study considers the use of DEA for datasets with mixed continuous and discrete variables to ranking software projects. It uses the existing radial DEA model and extends the nonradial DEA model to allow for the use of mixed variables. Further efficiency scores from the two DEA models are averaged in an ensemble DEA score.Using three real-world software engineering datasets, this study finds that the nonradial DEA and the ensemble DEA models have better discriminating power (lower tied efficiency scores) to rank software projects, and the radial DEA model generates more general ranking distribution (higher entropy) of normalized efficiency scores. The choice between selecting radial and nonradial DEA models for ranking software projects appears to depend on the extent to which managers want to introduce bias into the efficiency score ranking distribution. Radial models appear to have a lower bias than nonradial models. The ensemble DEA model appears to be the best performing DEA model for datasets containing two or more discrete and continuous variables.

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Prioritising project management competences across the software project life cycle

Cited by 20 publications

References 65 publications

Consolidating core entrepreneurial competences: toward a meta-competence framework

Consolidating core entrepreneurial competences: toward a meta-competence framework

Influence of sponsor's management style in project prioritization

Quantitative software project management with mixed data: A comparison of radial, nonradial, and ensemble data envelopment analysis models

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