Senior management perceptions of project management competence

Crawford, Lynn

doi:10.1016/j.ijproman.2004.06.005

Cited by 359 publications

(312 citation statements)

References 21 publications

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“…This could lead to industry putting more weight on generic skills rather than project management skills and expertise. Crawford (2005) found no significant relationship between a project manager's senior manager's assessment of effectiveness and the performance of the PMI's required area of knowledge. This could indicate that social competencies may be just as important as functional and cognitive competencies.…”

Section: Project Manager Competenciesmentioning

confidence: 79%

Project manager insights: An analysis of career progression

Marion¹,

Richardson²,

Earnhardt³

2014

Organisational Project Management

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The project manager is key to the success of any project. But the path to becoming a successful project manager is ill defined. In this study, the authors analyzed interview results of 87 project managers' responses to questions associated with entry into the field, career progression, and advice for the new project manager, seeking to better understand practicing project manager career progression. Qualitative analysis techniques were used to identify recurring themes from the interview summaries. The themes and the resulting conceptual framework provide evidence that supports the development of successful project manager career path. Further, the results suggest individual project management competencies in soft skills as a key enabler of project execution.

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Section: Project Manager Competenciesmentioning

confidence: 79%

Project manager insights: An analysis of career progression

Marion¹,

Richardson²,

Earnhardt³

2014

Organisational Project Management

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“…Nevertheless, both traditions view competence as an attribute-based phenomenon, constituted by a specific set of generic and context-independent attributes which do not determine practical competence in accomplishing work (Chen and Partington, 2006). Crawford (2005) and Ahadzie et al (2008b) input competencies, output competencies and personal competencies. According to Crawford, whilst input competencies refer to the knowledge and skills that a person brings to a job, output competencies are identified as the "demonstratable" performance that a person exhibits at the job place.…”

Section: Literature Reviewmentioning

confidence: 99%

“…According to Crawford, whilst input competencies refer to the knowledge and skills that a person brings to a job, output competencies are identified as the "demonstratable" performance that a person exhibits at the job place. Both Crawford (2005) and Ahadzie et al (2008a, b) explained that personal competencies relate to the core attributes underlying a person"s capability to execute a job. Ahadzie et al (2008a) also indicates that the classifications relating to personal and output competencies provided by Crawford appear to bear some similarity to the contextual-task typology of project management competencies.…”

Section: Literature Reviewmentioning

confidence: 99%

A Principal Component Analysis of Project Management Construction Industry Competencies for the Ghanaian

Dogbegah

Owusu‐Manu

Omoteso

2011

CEB

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The study adopts a data reduction technique to examine the presence of any complex structure among a set of project management competency variables. A structured survey questionnaire was administered to 100 project managers to elicit relevant data, and this achieved a relatively high response rate of 54%. After satisfying all the necessary tests of reliability of the survey instrument, sample size adequacy and population matrix, the data was subjected to principal component analysis, resulting in the identification of six new thematic project management competency areas; and were explained in terms of human resource management and project control; construction innovation and communication; project financial resources management; project risk and quality management; business ethics and; physical resources and procurement management. These knowledge areas now form the basis for lateral project management training requirements in the context of the Ghanaian construction industry. The main contribution of the paper is manifested in the use of the principal component analysis, which has rigorously provided an understanding into the complex structure and the relationship between the various knowledge areas. The originality and value of the paper is embedded in the use of contextual-task and conceptual knowledge to expound the six uncorrelated empirical utility of the project management competencies.

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“…8) a summary chart of threats at sites of mass gathering of people at the stage of planning. Table 2 Description of threats in projects of creating sites of mass gathering of people Statistical data processing proved that the main feature of safety-oriented approach in project management is the aim to receive benefits (financial, social, etc) [21]. When implementing the projects of creating the SMGP, at the planning stage of the projects of this type, the issue of operation safety may be omitted.…”

Section: Results Of Research Into Intelligent Methods Of Safety Managmentioning

confidence: 99%

Development of a simulation model of safety management in the projects for creating sites with mass gathering of people

Zachko

Golovatyi

Yevdokymova

2017

EEJET

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Проведений аналіз проблем безпеки життє-діяльності на об'єктах з масовим перебуван-ням людей (ОМПЛ). Запропоновано модель-схе-му загроз при управлінні проектами створення ОМПЛ. Запропоновано використання та опи-сано принципи ідентифікації загроз ОМПЛ на стадії планування. Запропоновано класифікації складних систем в управлінні проектами та про-грамами системи цивільного захисту. Здійснено порівняльний аналіз методів та алгоритмів щодо використання імітаційного моделювання у про-ектах даного типу Ключові слова: управління проектами, іміта-ційне моделювання, безпеко-орієнтоване управ-ління, об'єкт з масовим перебуванням людей Проведен анализ проблем безопасности жиз-недеятельности на объектах с массовым пребы-ванием людей (ОМПЛ). Предложена модель-схе-ма угроз при управлении проектами создания ОМПЛ. Предложено использование и описаны принципы идентификации угроз ОМПЛ на ста-дии планирования. Предложена классифика-ция сложных систем в управлении проектами и программами системы гражданской защиты. Осуществлен сравнительный анализ методов и алгоритмов по использованию имитационного моделирования в проектах данного типа Ключевые слова: управление проектами, ими-тационное моделирование, безопасно-ориенти-рованное управление, объект с массовым пребы-ванием людей UDC 008.5

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Senior management perceptions of project management competence

Cited by 359 publications

References 21 publications

Project manager insights: An analysis of career progression

Project manager insights: An analysis of career progression

A Principal Component Analysis of Project Management Construction Industry Competencies for the Ghanaian

Development of a simulation model of safety management in the projects for creating sites with mass gathering of people

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