Project Manager Profile Characterization in Energy Sector

González, G.; Coronado, César Augusto Leal; Casas, Gabriel Humberto Pulido

doi:10.4018/ijitpm.2016100105

Cited by 4 publications

(12 citation statements)

References 17 publications

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“…Blixt and Kirytopoulos (2017) examined the competencies of project managers in the Australian public service and found that lack of experience is one of the factors in project failure. This is also supported by findings by Burger et al (2015), González et al (2016), andCeric (2014). In addition to the work experience of the project manager, the experience of the project team also plays an important role in the success of the project (Kostalova & Tetrevova, 2014).…”

Section: Human/personnel Factor At the Project Planning Stagesupporting

confidence: 59%

Factors Influencing Project Planning for Physical Projects in Sabah

Ismail

Arifin²

2022

IJIM

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In the context of the public sector, projects are implemented to fulfil the government's social responsibility to ensure more balanced growth with equity in a developing country. Even though the country has entered the 12th Malaysia Plan (12MP), there are still inefficiencies in the financial and physical performance of public projects due to the weaknesses at the project planning stage. This study examines the influence of human/personnel, project management, technical, and organisational factors on project planning for physical projects in Sabah. This study utilised a quantitative method using a questionnaire and the respondents involved 273 officers from the Management and Professional group (Grades 41- 54) at the Federal Government and Sabah State Government levels. Data were analysed using descriptive analysis. The study found that the factors influencing project planning are at a very agreeable level of 4.08 mean (81.50%) which explains that these four factors greatly influence the planning of a project. The organisational factor is the most dominant factor, with the highest mean of 4.35 (86.8%). Therefore, it can be concluded that the top management of the Ministry/Agency needs to enhance support and commitment to the project team where this support can give a positive signal to the parties involved with the project.

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Section: Human/personnel Factor At the Project Planning Stagesupporting

confidence: 59%

Factors Influencing Project Planning for Physical Projects in Sabah

Ismail

Arifin²

2022

IJIM

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“…Gerir um projeto é uma atividade de extrema responsabilidade, que exige grande profissionalismo e foco no que se está a fazer, pois só desse modo é possível atingir o sucesso do projeto [10].…”

Section: Perfil Do Gestor De Projetounclassified

“…Como resultado da constante evolução e projeção das organizações que consideram a gestão de projetos como o novo caminho para a administração geral das organizações e a consequente melhoraria do seu desempenho, há uma necessidade crescente de fortalecer as habilidades dos gestores de projeto. Em qualquer organização, a gestão de projetos bemsucedidos requer um conjunto de habilidades suaves ou interpessoais e um conjunto de habilidades técnicas, competências técnicas e habilidades cognitivas [10].…”

Section: Perfil Do Gestor De Projetounclassified

“…Vários autores descrevem e enumeraram algumas capacidades e competências, para a realização de projetos bemsucedidos. Fryer (1985) cita capacidades sociais, capacidade de tomada de decisão, capacidade de resolução de problemas, a capacidade de reconhecer oportunidades e adaptação à mudança como atributos pessoais chave que afetam o sucesso do projeto [10].…”

Section: Perfil Do Gestor De Projetounclassified

“…Sampson (2007) mostra que as capacidades necessárias para a gestão de projetos geralmente estão inter-ligadas entre capacidades técnicas -Hard Skills, como a gestão do risco, programação e capacidades interpessoais -Soft Skillsorientadas para as pessoas, como a comunicação e relação interpessoal [10]. Ao encontro da definição anterior vai o autor Anne Marando que considera que um bom gestor de projeto deve dominar as seguintes áreas: "soft skills" e "hard skills".…”

Section: Perfil Do Gestor De Projetounclassified

See 2 more Smart Citations

Behavior of project management in a context of project skidding

Pais

Domingues

Calapez

2018

2018 13th Iberian Conference on Information Systems and Technologies (CISTI)

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Resumo-O presente artigo tem por objetivo compreender o comportamento dos gestores de projeto num contexto de derrapagem aquando da monitorização e controlo de projetos na área de sistemas e tecnologias de informação e identificar que dimensões de atuação são mais valorizadas nesse contexto. Os resultados obtidos nesta investigação indicam que os gestores de projeto com maior experiência, priorizam o Custo e o Tempo, enquanto que em projetos internos atua-se por norma no Âmbito. Palavras Chave-gestão de projeto; monitorização de projetos; Tecnologias de Informação; derrapagem de projeto; perfil do gestor de projeto; âmbito; tempo; custo

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Examining critical project management skills for successful delivery of major maintenance projects: insights from the United Kingdom energy sector

Pieterse

Agyekum²,

Manu³

et al. 2022

ECAM

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PurposeMajor maintenance projects are often regarded as maintenance activities regardless of the projects' complexity and scale. Consequently, very scarce research attention has hitherto been paid to the critical skills required when undertaking these projects. More specifically, the body of relevant knowledge is deprived of a study focusing on maintenance projects within the energy sector. In view of this shortcoming, this research aims to examine the critical project management (PM) skills required to deliver major maintenance projects within the energy sector.Design/methodology/approachBased on a quantitative research strategy, this study addressed the knowledge gap through a cross-sectional survey of professionals involved in the delivery of major maintenance projects in the United Kingdom's (UK) energy sector. Data obtained were analyzed via descriptive (e.g. frequencies, mean and standard deviation [SD]) and inferential statistical analyses (One sample t-test and exploratory factor analysis (EFA)).FindingsOut of the 45 PM skills identified in the literature and examined by the respondents, the results obtained from the One sample t-test (based on p (1-tailed) = 0.05) showed that 37 were considered to be at least “important,” accounting for 80.4% of all the skills identified. EFA revealed a clustering of the PM skills items into seven components: “skills related to work scheduling and coordination”; “communication, risk, safety and stakeholder management skills”; “quality assurance skills”; “people management skills”; “skills related to forecasting scope and duration of outage”; “implementation of processes and time management skills” and “technical/engineering skills and experience pertaining to the outage and local site knowledge.”Originality/valueThis study has identified and contributed to the limited state-of-the-art skills project managers must possess to manage major maintenance projects in the energy sector successfully. The findings would be useful to organizations within the energy sector in ensuring that the organizations have suitable personnel in place to deliver major maintenance projects on the organizations' assets.

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Project Manager Profile Characterization in Energy Sector

Cited by 4 publications

References 17 publications

Factors Influencing Project Planning for Physical Projects in Sabah

Factors Influencing Project Planning for Physical Projects in Sabah

Behavior of project management in a context of project skidding

Examining critical project management skills for successful delivery of major maintenance projects: insights from the United Kingdom energy sector

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