Competencies for the intelligent public sector construction client

Aritua, Bernard; Male, Steven; Bower, Denise; Madter, Nancy

doi:10.1680/mpal.10.00019

Cited by 9 publications

(6 citation statements)

References 22 publications

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“…Whilst there is a developing literature on the "intelligent client" (Aritua et al, 2009(Aritua et al, , 2011, this retains the existing transactional focus on the client as a deal-maker rather than the owner as an investor. Similarly, transaction cost economics provides a useful underpinning to the conventional analysis, but it remains restricted to an analysis of the transaction.…”

Section: The Owner and Its Suppliers: Commercial Capabilitiesmentioning

confidence: 99%

Owner project capabilities for infrastructure development: A review and development of the “strong owner” concept

Winch

Leiringer

2016

International Journal of Project Management

145

137

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Research on the management of major projects is one of the main themes of Peter Morris' work. We address this theme in the context of transportation infrastructure projects and focus in particular on the contribution of the "strong owner" to project performance. After defining the strong owner concept, we will suggest that the theoretical literature on dynamic capabilities can be the source of deeper insight into the strong owner and will thereby develop the concept of owner project capabilities. The paper will then present a framework generated from a review of the existing literature complemented by pilot empirical research which provides the basis for a research agenda on the role of the owner of the infrastructure assets in achieving high performance on transportation infrastructure projects. In discussion, the paper suggests that the framework developed is applicable to a wider variety of major projects and programmes.

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Section: The Owner and Its Suppliers: Commercial Capabilitiesmentioning

confidence: 99%

Owner project capabilities for infrastructure development: A review and development of the “strong owner” concept

Winch

Leiringer

2016

International Journal of Project Management

145

137

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“…For example, the phrase "technical skills" is listed under all eight identified competencies that are generic to all project management roles, without further details of what constitutes technical skills. A detailed description of specific project manager competencies is necessary to the understanding of required resource capabilities that are key to successful project delivery (Aritua et al, 2011;ECI, 2011), failing which it will be difficult to discern required organizational resource capabilities, in relation to effective assessment of employees' suitability to roles, in the context of a high performance organization. This includes effective identification of training needs as well as conducting performance reviews.…”

Section: Identified Strengths and Weaknesses In The Pm2p Approachmentioning

confidence: 99%

Project manager-to-project allocations in practice: an empirical study of the decision-making practices of a multi-project based organization

Seboni

Tutesigensi

2015

Construction Management and Economics

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Empirical studies that examine how managers make project manager-to-project (PM2P) allocation decisions in multi-project settings are currently limited.Such decisions are crucial to organizational success. An empirical study of the PM2P practice, conducted in the context of Botswana, revealed ineffective processes in terms of optimality in decision-making. A conceptual model to guide effective PM2P practices was developed. The focus of this study is on deploying the model as a lens to study the PM2P practices of a large organization, with a view to identify and illustrate strengths and weaknesses. A case study was undertaken in the mining industry, where core activities in terms of projects are underground mineral explorations at identified geographical regions. A semi-structured interview protocol was used to collect data from 15 informants, using an enumeration. Integrated analysis of both data types (using univariate descriptive analysis for the quantitative data, content and thematic analysis for the qualitative data) revealed strengths in PM2P practices, demonstrated by informants' recognition of some important criteria to be considered. The key weaknesses were exemplified by a lack of effective management tools and techniques to match project managers to projects. The findings provide a novel perspective through which improvements in working practices can be made.Keywords: decision-making practices, human resource management, multiproject environment, project. IntroductionSeminal work of researchers such as Pinto and Slevin (1988), Brown and Eisenhardt (1995), Dainty et al. (2003) have demonstrated the importance of choice of project manager as one of the critical project success factors. The seminal work of these researchers has formed a basis upon which other researchers such as Patanakul, expanded on, in relation to PM2P allocation practices and the negative impact on organizational performance. For example, Patanakul et al.'s (2007) empirical study, which expanded on the seminal work of these researchers, was found to be the only relevant study in this area, conducted predominantly in USA high-tech industry and directly applicable to PM2P practices in multi-project environments. The emphasis of the current study is to expand our understanding of PM2P practices in other regions, other than North America.Allocation of project managers-to projects is an important topic because of the significant impact of this decision on organizational strategic value, particularly in a multi-project Research aimThe aim of this study was to increase our understanding of the PM2P practice in other countries and industries (using Botswana as a context). This involved use of the most up to date and comprehensive conceptual model developed in Seboni and Tutesigensi (2014). The absence of empirical studies on PM2P practices of a multi-project setting, conducted in the context of other regions such as Botswana, is considered a knowledge gap. Literature reviewPractitioners in project-based organizations make PM2P allocation...

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“…There is evidence from the questionnaire survey and participant interviews that more education in ADR procedures and their application could provide further opportunity to develop them as settlement tools in Scotland by building on more positive aspects of responses within the sample analysis. This is followed by the third paper, by Aritua et al (2011), which focuses on the widely accepted principle that the success or otherwise of the intelligent client in the delivery of major public infrastructure is closely linked to identifying the right individuals for the right positions. Recent research has shown current and future challenges in delivering major public infrastructure, given that the critical roles representing the intelligent client are under pressure.…”

Section: Proceedings Of the Institution Of Civil Engineersmentioning

confidence: 99%

Editorial

Loosemore¹

2011

Proceedings of the Institution of Civil Engineers - Management,

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Competencies for the intelligent public sector construction client

Cited by 9 publications

References 22 publications

Owner project capabilities for infrastructure development: A review and development of the “strong owner” concept

Owner project capabilities for infrastructure development: A review and development of the “strong owner” concept

Project manager-to-project allocations in practice: an empirical study of the decision-making practices of a multi-project based organization

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