Developing project management competency: perspectives from the construction industry

Edum‐Fotwe, Francis Tekyi; McCaffer, Ronald

doi:10.1016/s0263-7863(98)90075-8

Cited by 257 publications

(172 citation statements)

References 6 publications

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“…This suggests that in terms of developing training programmes, the antecedents of contextual performance behaviours are likely to be different from the antecedents of task performance behaviours (Fraser, 2000;Edum-Fotwe and McCaffer, 2000). The evidence also suggests that task performance behaviours are best predicted by individual differences in, for example, cognitive ability, job knowledge, task proficiency, and job experience (Gellatly and Irving, 2001;Ahadzie, 2008).…”

Section: Literature Reviewmentioning

confidence: 99%

A Principal Component Analysis of Project Management Construction Industry Competencies for the Ghanaian

Dogbegah

Owusu‐Manu

Omoteso

2011

CEB

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The study adopts a data reduction technique to examine the presence of any complex structure among a set of project management competency variables. A structured survey questionnaire was administered to 100 project managers to elicit relevant data, and this achieved a relatively high response rate of 54%. After satisfying all the necessary tests of reliability of the survey instrument, sample size adequacy and population matrix, the data was subjected to principal component analysis, resulting in the identification of six new thematic project management competency areas; and were explained in terms of human resource management and project control; construction innovation and communication; project financial resources management; project risk and quality management; business ethics and; physical resources and procurement management. These knowledge areas now form the basis for lateral project management training requirements in the context of the Ghanaian construction industry. The main contribution of the paper is manifested in the use of the principal component analysis, which has rigorously provided an understanding into the complex structure and the relationship between the various knowledge areas. The originality and value of the paper is embedded in the use of contextual-task and conceptual knowledge to expound the six uncorrelated empirical utility of the project management competencies.

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Section: Literature Reviewmentioning

confidence: 99%

A Principal Component Analysis of Project Management Construction Industry Competencies for the Ghanaian

Dogbegah

Owusu‐Manu

Omoteso

2011

CEB

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“…The scope of knowledge required for conducting the selection phase is influenced by the type of project and the job situation [8]. The development of the CI model therefore includes consideration of the size, location, and schedule of the project as well as any cash flow constraints, the owner's philosophy, and the overall project strategies.…”

Section: Construction Contract Management Challengesmentioning

confidence: 99%

A Model for Construction Contractor Selection Using Competitive Intelligence (CI)

Safa

Shahi

Haas

et al. 2014

Proceedings of the International Symposium on Automation and Robotics in Construction (IAARC)

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Abstract:While comprehensive and ongoing competitive intelligence (CI) is employed in a variety of industries to provide valuable input for broad strategic decisions, the construction industry lags behind in adopting this technique. This paper presents a CI model for use in the construction contractor selection process, which is a critical element of construction project management and one that inherently entails risk and risk management. The use of CI for contractor selection is an important development in light of the realization on the part of many companies that the diffuse nature of the information and lack of robust analysis create numerous inconveniences during the decisionmaking process. Based on the application of the CI method for a competitive environment, the proposed model has the potential to improve the process for assessing and selecting contractors. This paper describes the proposed model, including background information, structural details, guidelines for its use and implementation, and key data analysis findings.

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“…The Project Management Institute (PMI) has come up with a generic framework for competency development of project managers [5]. Several factors influencing the performance of CPManagers were reported [2], [6], [7], [8]. There is a need for a holistic approach for the performance framework of project managers [9].…”

Section: Competency Development Of Project Managersmentioning

confidence: 99%

An Ontology-Based Knowledge Management Framework for Performance Improvement of Construction Project Managers

Charlesraj¹,

Kalidindi²

2006

Proceedings of the International Symposium on Automation and Robotics in Construction (IAARC)

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'Knowledge Management' (KM) is a promising business management concept that is gaining wide acceptance and is being implemented in various sectors to achieve improved level of performance and competence. Project management competence is one of the most significant criteria upon which the project performance is dependent on. Further, effective project management relies on the project manager's competency and authority. Construction Project Managers (CPManagers) play a key role in the success of a construction project. Assessment and improvement of the Skill, Knowledge, and Competency (SKC) levels of CPManagers will be valuable to CPManagers as well as the organisation. Selection and allocation of suitable CPManagers to projects is a challenging issue. An ontology-based KM framework for performance improvement of CPManagers has been proposed. Ontology of SKC of CPManagers, Construction Projects, and KM Tools constitute the knowledge component. Various elements of competence that are required for CPManagers have been identified.

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Developing project management competency: perspectives from the construction industry

Cited by 257 publications

References 6 publications

A Principal Component Analysis of Project Management Construction Industry Competencies for the Ghanaian

A Principal Component Analysis of Project Management Construction Industry Competencies for the Ghanaian

A Model for Construction Contractor Selection Using Competitive Intelligence (CI)

An Ontology-Based Knowledge Management Framework for Performance Improvement of Construction Project Managers

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