What is a good project manager? An Aristotelian perspective

Information technology project managers’ competencies: An analysis of performance and personal competencies

“…Considering that computers form a fundamental component of organisations today, it seems logical that computer usage skills are required as a project management competency, as this could arguably make the activity of, for example, planning and organising simpler. Understanding business methods could also be a skill acquired through experience which corresponds to the notion that experience is a component of the skills dimension (Bredillet et al 2015). Table 3 indicates that soft skills primarily focus on communication and people management, which is comparable to the research of (Fisher 2011).…”

“…Crawford (2014) argues that, although there are multiple ways to define and describe project management competency, there are four generally accepted dimensions, namely, skills, knowledge, personal characteristics and experience. Bredillet et al (2015) extensively evaluated the various dimensions and assert that there are three key dimensions: skills, knowledge and core personality characteristics. Although this is comparable to the research of Crawford (2014), Bredillet et al (2015) view experience as a component of skills, whereas Petter and Randolph (2009) Each dimension is discussed in detail, and the relationships between the competency frameworks will be revealed.…”

“…Knowledge around project management concepts is a prerequisite for project managers. Formal project management standards and methodologies form the foundation of this knowledge (Bredillet et al 2015). This mainly includes PMBOK® Guide, PRINCE2, P2M and ISO 21500.…”

“…PMI's PMBOK® and IPMA's ICB have been mainly developed along the attributebased dimension, whilst GAPPS' standards have been mainly developed along the performance-based dimension (Bredillet et al 2015). The focus of assessment is the 'role' of individuals, their knowledge, tasks, and skills required, and what they do on their jobs.…”

Использование Двух Различных Ставок Дисконтирования Доходов И Расходов Для Стратегической Оценки Эффективности Проекта

“…Использование двух различных ставок дисконтирования доходов и расходов для стратегической оценки эффективности проекта. Российское предпринимательство, 16(13), 2053-2066.doi: 10.18334/rp.16.13.486 2055 Необходимо отметить, что дифференциация ставок дисконтирования не является общеупотребительной методологией (Агеев, 2011;Артемьев, Гергерт, Пономарева, 2013;Володин, 2013;Дорошенко, Авилова, 2007;Замбржицкая, Самохин, 2014;Золочевская, Кривошеева, 2014;Попова, 2013;Турыгин, 2007;Успенская, 2013;Черемушкин, 2013;Ahern, Leavy, Byrne, 2014;Bredillet, Tywoniak, Dwivedula, 2015;Caputo, 2013;Freeman, 2009;Grinblatt, Liu, 2008;Klein, Biesenthal, Dehlin, 2015;Marín-Solano, Navas, 2009;Price, 2011;Shimizu, Park, Choi, 2014;Singh, McAllister, Rinks, Jiang, 2010;Too, Weaver, 2014).…”