Project management competence in public sector infrastructure organisations

Although project management is widely used in the public sector, many projects still fail even when project management tools and practices are employed. Several studies show that a project's success depends partly on the project manager's competencies; however, there is little empirical research on this subject in the public sector. This study aims to analyze the significant characteristics linked with the competencies of the public sector project manager and outlines a profile of these professional competencies characteristics that can lead to the success of projects. Through empirical research conducted with 77 project managers from 32 public organizations in Brazil, this study examined the relationship between project managers' competencies and the likelihood that projects will succeed. Using factor analysis and logistic regression, we looked at factors like time, cost, quality, and scope to determine their relationship to the likelihood that projects will succeed. The findings highlight the importance of project management knowledge, communication abilities, attitudes relating to motivation, trust, and emotional intelligence, and most traits defining project managers in the public sector. The employee's length of service was the single factor that had a negative impact on the project's outcomes. This study contributes to the current knowledge of project managers' competencies in the public sector, showing the main characteristics a successful project manager needs to have and can help direct efforts in selecting a more suitable professional, contributing to the reduction of the turnover of the workforce and the consequent loss of knowledge of the organization.

The matrix technology for identification of organisational competencies in project management is presented in the article. Matrix elements are the components of organizational competence in the field of project management and project management methodology represented in the structure of the genome. The matrix model of competence in the framework of the adopted methodologies and scanning method for identifying organizational competences formalised. Proposed methods for building effective project management methodologies development organizations assess the competence of organizations in the field of project management, the formation of rational strategies for the development of project management methodologies based on genomic model. Developed a matrix model and scanning technology competency - based organizations methodologies used to ensure the dynamic development organizations through application of the competency approach. The proposed model is a further development of systems for evaluating competence of project managers, project teams and organizations, developed by the International Project Management Association IPMA.

This study, grounded in the Resource-Based View (RBV) theory, investigates the mediating role of talent management in the relationship between project manager competencies and sustainable competitive advantages. The Ghana construction industry faces various challenges, including project delays, budget overruns, and compromised quality, mainly due to inadequate talent management practices and underutilization of project manager competencies. Using the convenience sampling technique, the study used a valid response of 373 from project managers in the Ghanaian construction industry. The study employed Covariance-Based Structural Equation Modeling (SEM) and Confirmatory Factor Analysis (CFA) using AMOS 20 to analyze the relationships. The findings revealed a positive and significant relationship between project manager competencies and sustainable competitive advantages, as well as a positive and significant relationship between project manager competencies and talent management. The study revealed that talent management partially mediates the relationship between project manager competencies and sustainable competitive advantages. Project managers should balance competencies development and strategic initiatives carefully, ensuring that project manager competencies are aligned with and support long-term competitive positioning without inadvertently diminishing sustainable competitive advantages.

Project management and sustainable development are ones of the most important concepts that have gained great popularity in the scientific community in recent years. The need to integrate sustainability into project management is increasing every year changing the requirements for project managers’ competencies. Despite of the growing scientific interest in this topic, there is a small number of research papers that consider the impact of the concept of sustainability on the competences of a project manager. Thus, the purpose of this study is to identify the most important knowledge, skills and abilities and personal qualities needed by project managers for successful sustainable project management. The research is based on the analysis of the sources of scientific literature, international, and national standards in the field of project management. The results showed that over the past 5 years the project manager profession has undergone significant changes, and in order to achieve sustainability project managers need to develop new professional competencies based on knowledge, skills and abilities, and personal qualities.

The aim of the study was to determine the effect of project manager’s competence on implementation of mobile banking projects in commercial banks in Kenya. The study adopted a descriptive research design. The target population was mobile banking projects from six Tire one commercial banks in Nairobi County. The unit of observation comprised of 244 project officers. Stratified random sampling method was used to select 149 respondents. Primary data was obtained using semi- structured questionnaires. In analyzing qualitative data, thematic analysis was applied. Quantitative data was analyzed using descriptive statistics and inferential statistics. The findings indicated that project manager competence and implementation of mobile banking project in commercial banks are directly and significantly associated (r=0.737, p=0.000). Therefore, it can be concluded that project manager competence is important when implementing mobile banking projects. The project manager should possess effective project management skills, leadership skills, technical skills and analytical skills to be able to effectively deliver mobile banking projects. The experience of the project manager is also critical in ensuring successful implementation of mobile banking projects. Consequently, the research concluded that project manager competence has a positive and significant contribution to project implementation in the context of mobile banking projects by commercial banks in Nairobi County, Kenya.

Encoding and decoding communication competencies in project management ? an exploratory study

This paper introduces a persuaded and sound method to measure the relationship between project managers competency model (PMCD) and intellectual capital covering human capital, structural capital and relational capital in order to provide an effective conceptual model. Project manager competency base model is IPMA Competence Baseline (ICB) and Project Manager Competency Development Framework (PMCDF) includes knowledge, skill, personality, and industry & organization competence. The final model illustrates results of measurements between the three components of intellectual capital and the five elements project manager competency model. The results are significant because they confirm importance of project managers' competencies. In addition, the study results are so stable and reliable because we use confident instrument to measure indicators.

Project manager competency is a key factor determining the success of a project. With the deterioration of the environment, green buildings have come into being. Compared to traditional buildings, green buildings encounter more complex problems during the construction process, and project managers are faced with greater challenges. Existing research on the evaluation of project manager competency based on green building construction (GBC) is scarce. Thus, the aim of this paper is to evaluate project manager competency for green construction. By means of a literature review and a focus group meeting, the key success factors of green buildings and project manager competency were determined. Thereafter, a questionnaire survey was used to investigate people’s understanding of the importance of project manager skills. Structural equation modeling was selected to test the hypotheses. The results demonstrate that China is in the infancy of GBC development. Leadership and organization, target management, and emotional intelligence of project managers are considered to be important factors that affect green construction performance. The results of this study provide a theoretical basis for the selection of excellent project managers for GBC.

Purpose This study aims to explore the influence of construction project manager competencies on team performance, using structural equation modeling (SEM) within the framework of social information processing theory. It investigates the multidimensional nature of project manager competencies and their impact on team processes and outcomes. Additionally, the study examines the mediating role of team processes in the relationship between competencies and team performance. Design/methodology/approach Drawing on data collected from 483 construction professionals in China, this study uses SEM to analyze the relationships among project manager competencies, team processes and team performance. Findings The results demonstrate a significant and positive effect of competencies on team performance. Specifically, task-related competencies directly contribute to performance, while people-related competencies enhance leader-member relations, and self-related competencies exert a gradual, cumulative influence. Moreover, the research confirms a three-factor competency structure and elucidates the nuanced mediating roles of team learning, monitoring and climate in the competency-performance relationship, shedding light on how specific competencies affect different stages of team development. Originality/value This study contributes to project management literature by applying social information processing theory to elucidate how project managers influence team cognition through competencies. From a practical standpoint, it advocates for a competency-based approach to project manager selection and training, aiming to enhance team performance. Overall, this research advances the understanding of the intricate interplay between project manager competencies and team performance, using SEM and a theoretical perspective rooted in social information processing theory.

PurposeWhile incorporating sustainability principles into construction projects is encouraged, limited research has established links between sustainability objectives and project management competencies across project delivery phases. This study aims to identify and prioritize sustainability-related deliverables during different phases of the construction project lifecycle and determine the project management competencies required to achieve those deliverables.Design/methodology/approachTo actualize this objective, we adopted a Delphi technique to elicit the perspectives of 20 purposively recruited construction project managers. The data were obtained through two iterations of the Delphi questionnaire and subsequently analyzed using descriptive statistics.FindingsResults reveal that a mix of project management competencies that include planning, organizing, leadership and technical knowledge is required for the successful incorporation of sustainability-related deliverables across different phases of the construction project lifecycle.Originality/valueBesides articulating the prioritization of sustainability-related deliverables across various phases of the construction project lifecycle, the study justified the suitability of certain project management competencies for achieving such deliverables. Based on the findings therein, it is recommended that relevant training be provided toward upskilling construction project managers to better equip them with the relevant competencies for providing these sustainability-related deliverables.

Private Sector-led Urban Development Projects. Management, Partnerships and Effects in the Netherlands and the UK

Providing structured yet adaptable models of project success within an organization, A Standard for Enterprise Project Management explains each of the basic elements needed for project success and integrates them into a balanced life-cycle continuum. It also supplies an inventory of practical policies, procedures, techniques, and templates for consistent management of projects. The book first discusses project authorization and initiation, followed by analysis and planning. It then covers execution, control, and closure. Each phase contains an explanation and an illustration of how to optimize success. Throughout the text, the author refers to numerous appendices that constitute both blank and completed templates. He provides details on how to use these tools, with an emphasis on balancing the benefits of standardization and the need for flexibility. The accompanying downloadable resources encompass a color version of the book with four bonus features: Quick start with Project 2003 that offers a one-page tutorial and three pages of screen prints designed to quickly generate readable and concise project plans Complex project readiness grid that suggests how to manage intricate interrelationships in a project or program environment Project management competency development grid that outlines a program for developing key skills among project managers within an organization Traceability matrix that illustrates how various levels of requirements and final solutions are interrelated This book offers a painless guide to quickly getting business initiatives out of the clouds and onto the ground. Blending the rigor and discipline of project management with the thoroughness of business analysis, it shows how to successfully build, complement, and enhance project management and business analysis in any organization.

Assertiveness is increasingly recognised as a critical competency in project management, influencing communication styles, conflict management approaches, and interpersonal dynamics. However, it remains underexplored in the academic literature. This study addresses this gap by conducting a systematic literature review, guided by the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA), to examine the role of assertiveness in project management environments. It also explores how assertiveness is experienced and perceived by both project managers and team members. The findings have implications for project management practice and education, highlighting the importance of assertiveness training and its strategic application. By bridging this research gap, the study enhances the understanding of how assertiveness contributes to project success.

Project management is becoming one of the most commonly used approaches in managing the activities of teams. The article studies the integration of the competence approach into the practice of evaluating project managers of a manufacturing enterprise. The purpose is to analyze the correlation of the assessment and self-assessment of managerial competencies of project managers with the results of the assessment of professional competencies. To conduct the empirical part of the study, a series of in-depth interviews, interviews on goals were implemented, which allowed to formulate a pool of managerial competencies and their behavioral indicators. As a result, it is concluded that there is no direct relationship between the results of professional testing and the assessment of managerial competencies of project managers. In addition, the relationship between the indicators of evaluation and self-assessment of the competencies of project managers and their managers is determined by factors that require additional research and data analysis. This research contributes to the research of project management in terms of assessing the competencies of project managers, actualizes the prospects for multi-factor analysis in the formation of a comprehensive evaluation system that meets the criteria of objectivity, reliability and predictive validity.

The goal of this paper is to present a competence assessment method in project management that is based on participants' performance and value creation. It seeks to close an existing gap in competence assessment in higher education. The proposed method relies on information and communication technology ( ICT ) tools and combines Project Management Information System ( PMIS ) tools with a survey system. This permits it to be implemented in an Internet‐based simulation game. The system enforces the assessment of individual competences by a set of performance indicators and value stream analyses. A specific case study is presented as a way to validate the principles on which the proposed method is based. It has been proven to be helpful in a complex learning environment that involves two different universities and levels of degrees (undergraduate and master). When the method has been implemented, it is possible to collect detailed information regarding competence at a process for each participant. This increases the transparency of the work carried out, as well as enabling the specific design of educational programs for specific competence learning paths. Based on the experience that has been acquired, a specific recommendation is made concerning the feedback value provided for practitioners, students and teachers.