Influência das características pessoais do gerente de projetos no desempenho dos projetos

Moura, Ralf Luis de; Carneiro, Teresa Cristina Janes; Diniz, Bruna Demoner

doi:10.1590/0104-530x3595-16

Cited by 5 publications

(3 citation statements)

References 34 publications

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“…This is in line with the findings of Musa et al [18] who reported the significant impact of external environmental factors on project success. Similarly, the findings coincide with the research of Moura et al [75] where it was surmised that external factors like political, economic, and social factors and conditions affect the entrepreneurial profile, which results in changing personalities of managers that is linked with the performance. Moreover, the study carried out by Dvir, et al [73] also concluded the effects of social structure on the personality of project managers.…”

Section: Discussionsupporting

confidence: 89%

Project Managers’ Personality and Project Success: Moderating Role of External Environmental Factors

et al. 2021

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Successful project completion is a challenging phenomenon for project managers. Various factors play an indispensable role in the success of a project. The objective of this study is to examine the role of project managers’ personalities in project success with the moderating role of external environmental factors i.e., political, economic, social. The study includes 145 project managers from 36 large-scale construction projects, from both the public and private sectors. The big five personality model was used to evaluate the personality traits of project managers and triple constraint criteria (cost, time, and quality) was used to gauge project success. Data has been collected through a well-structured questionnaire. The analysis of data indicated that personality traits like extraversion and openness are positive predictors of project success, whereas conscientiousness, agreeableness, and neuroticism did not have any direct relationship with project success. Importantly, the findings of this study concluded that external environmental factors—like political, economic, and social—moderately influence the link of specific project managers’ personality traits to project success. The role of external environmental factors as moderators has been discussed. The findings indicate the essential personality traits, as well as the role of external factors for achieving project success. The research contributions have relevance to both theory and practice and provide a deeper insight that is useful for individuals, organizations, researchers, practitioners, and decision-makers.

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Section: Discussionsupporting

confidence: 89%

Project Managers’ Personality and Project Success: Moderating Role of External Environmental Factors

et al. 2021

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“…Consequently, the central part of the complexity of the project is on teamwork and experience of members (Takey & Carvalho, 2015). Communication difficulties and a lack of leadership during the process, caused by lack of experience and teamwork, are among the reasons that hinder projects (Araújo, & Pedron, 2015;Moura et al, 2018;Oliveira et al, 2018), in addition to the difficulty in controlling anxieties and resistances, generated by change (Almeida & Ramos Filho, 2018) and in solving problems (Lin et al, 2015) . Some weaknesses of team members are in: i) leadership ability, because the lack of leadership hinders team communication; ii) technological skill: when team members have the necessary technological skills it reduces rework; and iii) coordination skills: lack of efficient coordination results in rework and miscommunication (Lu et al, 2014).…”

Section: Project Managementmentioning

confidence: 99%

“…It is necessary to manage teams and this is an art that involves great challenges. The success of projects today depends on multidisciplinary efforts, with the involvement of the entire project team (Thamhain, 2012;Moura, Carneiro, & Diniz, 2018).…”

Section: Introductionmentioning

confidence: 99%

Competences of the Executive Secretariat in project management

et al. 2021

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This study aimed to analyze the perception of the project manager regarding the Executive Secretary’s contribution in project management. The pursuit of competitive advantage has led organizations to be concerned with project management and the communication difficulties and a lack of leadership during the process are cited among the reasons that compromise project success. In order to relate the powers of the Executive Secretary with the competences of the project team, was used the Brazilian Curriculum Guidelines of the Executive Secretariat Course and the skill set proposed by the International Project Management Association, for the construction of a theoretical model, which was analyzed by structural equation modeling. The results showed that the Executive Secretary is a contributive member of the project management team who enables efficient management of projects. With this result, we found that project managers may seek Executive Secretariat support to achieve project success.

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Project managers’ competencies in the era of digitalization: the case of the construction industry

Kissi,

Eluerkeh,

Aigbavboa

et al. 2024

BEPAM

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PurposeWith emerging technologies rapidly changing work processes, it is important to understand the skills and characteristics project managers (PMs) need to effectively manage projects in the digital era. This study determines the underlying competencies needed for digitalization among PMs in the construction industry. The study also identified the most significant competencies needed by PMs in the era of digitalization.Design/methodology/approachThe methodology adopted for the research study was quantitative. It was founded on a thorough review of pertinent literature, which went through a pilot survey study from six project management experts in the construction industry. Based on the comment and feedback, a questionnaire survey was developed and distributed to participants through a convenience sampling technique. The data retrieved were from 100 professional PMs out of 130 questionnaires distributed in the Ghanaian construction industry. Data collected were analyzed using fuzzy synthetic evaluation (FSE).FindingsBased on FSE, the three competency parameters (knowledge, skills, personal characteristics) generated significant indices indicating that all three competencies are significant among construction PMs in the digitalization era. Under the knowledge competency parameter, six sub-competencies comprising a total of 12 variables were identified. For skills, seven sub-competencies consisting of 23 variables were identified. Regarding personal attributes, six sub-competencies with 17 variables were highlighted. Under knowledge, technical knowledge was found to be the most important with an index of 4.212. For skills, leadership skills were rated highest with an index of 4.240. Regarding personal attributes, social or interpersonal skills were deemed most critical with an index of 4.199.Practical implicationsThe results provide guidance to both industry and academic stakeholders. For PMs and their employers, the study highlights priority areas for competency development and training related to the era of digitalization. It also informs educational institutions on how to structure project management curricula to best prepare students for jobs of the future. This study gives more insight into the competencies that need more attention for PMs in the digitalization era. As a result, firms that adopt the identified competency will benefit from implementing digitalization in project delivery.Originality/valueThis study makes an original contribution as one of the first to empirically investigate the competencies required of construction PMs in the construction industry in the digitalization era. By focusing on the developing country context of Ghana, the study extends knowledge to an under-researched region and market. It provides a foundation for future comparative research across diverse global contexts.

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Influência das características pessoais do gerente de projetos no desempenho dos projetos

Cited by 5 publications

References 34 publications

Project Managers’ Personality and Project Success: Moderating Role of External Environmental Factors

Project Managers’ Personality and Project Success: Moderating Role of External Environmental Factors

Competences of the Executive Secretariat in project management

Project managers’ competencies in the era of digitalization: the case of the construction industry

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