Information Systems Project Manager Soft Competencies: A Project-Phase Investigation

Abstract

This article investigates the soft competencies by project phase that information systems (IS) project managers require for project success. The authors conducted 33 qualitative interviews to collect data from a sample of 22 IS project managers and business leaders located in Calgary, Alberta, Canada. The authors identified the key competencies for each of the IS project phases (initiation, planning, implementation, and closeout). The competencies were sorted into competency categories: personal attributes (e.g., eye for details), communication (e.g., effective questioning), leadership (e.g., create an effective project environment), negotiations (e.g., consensus building), professionalism (e.g., lifelong learning), social skills (e.g., charisma), and project management competencies (e.g., manage expectations). Each of the most important competencies is discussed and interconnections among competencies identified. How this research can be used by the practitioner and academic communities and the broader implications of this research are examined.

Soft Skills for Software Project Team Members

“…According to the study conducted by Starkweather and Stevenson [10], senior managers prefer soft skills for project managers over technical skills. Skumoski and Hartman [38] identified problem solving, team player and effective questioning as the skills that are important for project managers. Refer to Table IV. The other role which is critical towards the success of SDPs is software developers.…”

Project manager insights: An analysis of career progression

“…The personal ability to execute is further linked to a number of factors including the ability to lead and understand people, an intellect that supports the clarification of goals and problem solving, and a flexibility that allows for the changing of approaches according to the project phase or the issue of the day (Muller & Turner, 2007;Stevenson & Starkweather, 2010;Sull, 2007). Perkins (2014) explained the importance of communication between the project manager and project sponsor while Skulmoski and Hartman (2010) outlines several competencies that were explained as "soft" competencies. They also noted that project managers should have: (a) personal attributes, (b) communication skills, (c) leadership ability, (d) negotiations skills, (e) professionalism, (f) social skills, and (g) project management competencies (Skulmoski & Hartman, 2010).…”

“…Perkins (2014) explained the importance of communication between the project manager and project sponsor while Skulmoski and Hartman (2010) outlines several competencies that were explained as "soft" competencies. They also noted that project managers should have: (a) personal attributes, (b) communication skills, (c) leadership ability, (d) negotiations skills, (e) professionalism, (f) social skills, and (g) project management competencies (Skulmoski & Hartman, 2010). Finally, Brill et al (2006) noted that project management requires a lot more than how to define scope and reach deadlines but also involved problem solving and leadership as the two most important competencies among project manager competencies.…”

The IT project manager competencies that impact project success – A qualitative research

“…The challenges and dynamics of today's IT environment require the project manager to develop other competencies besides technical skills, such as communication and leadership (Keil, Lee, & Deng 2013;Skulmoski & Hartman 2009;Sumner et al 2006). The IT environment is stressful, challenging and dynamic.…”