Tackling Project Management Competence Research

Abstract

The vast amount of previous research on project management competence does not provide a basis for educational needs. Analyzing previous research poses two challenges: the lack of a uniform list of competences, necessitating a taxonomy, and the use of importance as a criterion, favoring general important competences. Criticality is introduced as the competence a project manager adds to the team. Validation research using criticality and the taxonomy among experienced Dutch project managers is more comprehensive and provides a lesser focus on general important competences than previous research. Criticality focuses more on the essence of the profession.

Developing Project Managers’ Transversal Competences Using Building Information Modeling

“…In any case, they showed there are a multitude of studies that relate emotions to the development of the teaching-learning process [54][55][56]. Emotional control is one of the competencies identified by Nijhuis et al [36] in their taxonomy of competences needed for project management. In fact, in the future, students will probably have to manage negative emotions such as anxiety, fear, or frustration in their work.…”

“…In this context, transversal competences are crucial for better adaptation to an environment that is doomed to profound and permanent changes. In fact, these skills are highly valued in project management [36][37][38].…”

“…Skills required for project management have been previously addressed both from the point of view of research [36], and by entities dedicated to the certification of project managers, such as the Project Management Institute (PMI) [37] and the International Project Management Association(IPMA) [38]. There is a consensus on the importance of transversal competences for the role of project manager [36][37][38]. There are several methodologies that can be used in the teaching of BIM, among them the active participation of the student within a constructivist approach to the process of teaching/learning [13].…”

Priming the Project Talent Pipeline: Examining Work Readiness in Undergraduate Project Management Degree Programs

“…Although project management researchers have identified a range of project manager competencies (Marion et al, 2014; Müller & Turner, 2010; Nijhuis et al, 2018) and employer requirements (Ahsan et al, 2013; Chipulu et al, 2013; Gruden & Stare, 2018), these studies have not framed their findings in terms of the concept of work readiness. By neglecting to do so, these studies have failed to acknowledge the link made in the careers literature between the possession of attributes by individuals and the impacts that such competencies have on the management of those individuals’ careers.…”

Crafting Project Managers’ Careers: Integrating the Fields of Careers and Project Management

“…Perhaps the most direct link is in the work of Crawford et al (2013), which explores issues related to workplace support and mentoring for career development in a project-based economy. A recent article by Nijhuis, Vrijhoef, and Kessels (2018) also touched on this issue: In their review of project manager competencies, they conclude that the emphasis of research has been on job-related competencies, whereas there should be more focus on developmental competencies (i.e., what we refer to in this article as career competencies).…”