Technical competency of client project manager in managing public projects in Malaysia

Kamal, Mohd Firdaus Mustaffa; Hassan, Fadzil; Ismail, Zulhabri; Affandi, Haryanti Mohd

doi:10.1109/chuser.2012.6504279

Cited by 3 publications

(6 citation statements)

References 3 publications

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“…It means that most of the respondents acknowledged the importance of having technical competency regardless of workplace location. This importance of technical competency is consistent with Kamal, Hassan, Ismail and Affandi [14], who highlight the need for Client Project Manager in Malaysia to have a certain degree of technical competency.…”

Section: ) Importance Level Of Technical Competencysupporting

confidence: 81%

“…The role of client project managers is crucial to project success [13]. As a client facilitator and coordinators [14], they must engage in construction projects and ensure project goals are achieved. Even though client project managers are not the construction doer [14], their competency is required and contribute to project success [15].…”

Section: A Literature Reviewmentioning

confidence: 99%

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Is Technical Competency Necessary for Client Project Manager? An Empirical Study of Commitment-making Officers (PPK) in Indonesian Public Construction

Negara¹,

Lamari²,

Susilawati³

et al. 2020

Int. J. Adv. Sci. Eng. Inf. Technol.

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Public construction in Indonesia still suffering failure in the last few decades. Evidence shows that one of the source factors to public construction failures was a lack of technical-area understanding in Commitment-Making Officers (Pejabat Pembuat Komitmen, PPK). Moreover, since PPK has various academic disciplines, evidence shows that many PPK from local government agencies are reluctant to be assigned as a PPK because they are concerned about their lack of understanding of basic construction knowledge and its consequences. This paper aims to identify the importance level of PPK's technical competency in managing public construction projects. In this study, self-administered questionnaires were distributed to PPK from East Java, Southeast Sulawesi, and Gorontalo provinces, and interviews were conducted to confirm the results. The findings show that having technical competency is necessary for PPK regardless of their academic disciplines. However, they do not need to understand every single detail of the construction project, but they are expected to understand a big picture of construction methods that enable them to act as a knowledgeable contributor in the construction delivery. This study contributes to the existing knowledge of project manager competency by providing insight into project manager from the client-side in the public construction projects.

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Section: ) Importance Level Of Technical Competencysupporting

confidence: 81%

Section: A Literature Reviewmentioning

confidence: 99%

Is Technical Competency Necessary for Client Project Manager? An Empirical Study of Commitment-making Officers (PPK) in Indonesian Public Construction

Negara¹,

Lamari²,

Susilawati³

et al. 2020

Int. J. Adv. Sci. Eng. Inf. Technol.

View full text Add to dashboard Cite

show abstract

“…Many of them lack the educational background in technical areas especially in the construction field [1]. With this lack of depth in knowledge about project management, it is in question whether they can fully grasp the essence of the PMBoK and apply it in real practice of managing projects.…”

Section: The Need For a Reference Frameworkmentioning

confidence: 99%

“…One of the major findings in the preliminary study concerned the training of these officers [1]. A shortage of terms of reference (TOR) for designing training provisions for these project managers was identified [2].…”

Section: The Need For a Reference Frameworkmentioning

confidence: 99%

Project Management Technical Reference Framework for the Malaysian Construction Industry

Kamal

Hassan

Mat

et al. 2014

Proceedings of the Colloquium on Administrative Science and Technology

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The purpose of this chapter is to present the validation result for the preliminary works on the development of a conceptual project management reference framework that had been previously carried out and published. This study is part of a main study which aims to develop a reference framework for designing public client project manager training provisions. Earlier studies had been carried out in order to establish the activities that need to be incorporated into the framework. The findings of this study were formed into a questionnaire survey and then evaluated, drawing data from practicing project managers. The Rasch model has been used to validate the findings. The findings suggest that the knowledge and skills required in project management can be precisely identified by extracting the core competencies needed in managing each stage of the project life cycle. The proposed framework will significantly ease the process of mapping the knowledge and skills needed. The generalization of the findings may be limited to the conventional type of projects. As a whole it may not be suitable for other types of projects but may be used with little modifications. This chapter contributes to expand the knowledge base of the project management process and serve as a reference for developing training programs, education provisions, etc.

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“…Competencies include technical competency, behavioral ones. Technical ones reflect the knowledge related to a given profession that is vital for a professional in that career to perform a particular job (ESPERA, 2019;Mustaffa Kamal et al 2012). The HR Expertise competency in the SHRM Competency Model illustrates the technical knowledge related to the HR field such as these related to talent management, recruiting, or compensation and benefits (www.SHRM.com, 2020).…”

Section: Introductionmentioning

confidence: 99%

Do SHRM Body of Competency and Knowledge behavioral competencies be beneficial for Hotel HR Managers? The Case of Cairo Five-Star Hotels

Badran¹,

Maayouf²

2019

International Journal of Heritage, Tourism and Hospitality

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The Society of Human Resources Management (SHRM) Body of Competency and Knowledge is the basis for the SHRM credentials. The SHRM dictates the behavioral competencies and HR knowledge needed for effective job performance of managers. The current study tries to investigate the importance of the factors dictated by the model of competency (2017 edition) from the viewpoint of HR hotel managers working in five-star hotel chains in Cairo. The study uses a questionnaire design consisting of 33 HR manager. It investigates individual factors that potentially explain the new "competency model" that itemizes what a new HR manager really needs within the context of hotel sector. The study reveals significant benefits of behavioral competencies dictated by the SHRM model 2017 edition. A multiplicity of factors explains the role of these competencies in advancement. The findings indicate that HR managers advancement and success is explained by the model set of factors. The study findings suggest vital practical implications for the development of these competencies within the performance appraisal of HR managers.

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Technical competency of client project manager in managing public projects in Malaysia

Cited by 3 publications

References 3 publications

Is Technical Competency Necessary for Client Project Manager? An Empirical Study of Commitment-making Officers (PPK) in Indonesian Public Construction

Is Technical Competency Necessary for Client Project Manager? An Empirical Study of Commitment-making Officers (PPK) in Indonesian Public Construction

Project Management Technical Reference Framework for the Malaysian Construction Industry

Do SHRM Body of Competency and Knowledge behavioral competencies be beneficial for Hotel HR Managers? The Case of Cairo Five-Star Hotels

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