Personal competency of selected women construction project managers in Malaysia

Othman, Nur Liyana; Jaafar, Mastura

doi:10.1108/jedt-02-2012-0005

Cited by 15 publications

(12 citation statements)

References 38 publications

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“…Specifically, the project managers' competencies needed in construction projects have been studied in different countries. In the results of these studies, some new competencies, such as contract management and conflict management, were identified [17,[41][42][43][44][45][46][47][48][49][50]. The more recent studies conducted between 2015 and 2019 suggest that the focus on investigating and identifying project managers' competencies in construction projects has been continued [13,18,[51][52][53][54][55][56][57].…”

Section: Project Managers' Competencies In the View Of Research Commumentioning

confidence: 99%

Project Managers’ Competencies in Collaborative Construction Projects

2020

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Collaborative delivery methods in construction projects provide a new operational environment, which can foster effective interaction and cooperation between different project stakeholders. Project managers are one of the most important players in this environment, who therefore need to possess appropriate competencies. Collaborative construction projects and their managerial solutions are still a relatively new field and, thus, special aspects such as competencies of project managers in such projects have been limitedly studied. The present research aimed to evaluate project managers’ competencies in collaborative construction projects in Finland through a human behavioral approach, where project managers’ everyday work was the main source for understanding the competencies of relevance. Accordingly, a web-based questionnaire and semi-structured interviews were used for data collection from the case projects. Based on the gained data, project managers’ behaviors were analyzed, and consequently, their specific competencies were identified. Findings of this study propose 10 core competencies for project managers in collaborative construction projects, e.g., group capabilities, language proficiency, and leveraging diversity. Additionally, a set of supportive competencies were identified which, together with the core competencies, form the profile of project managers’ competencies for collaborative construction projects. Finally, the differences between competencies needed in traditional and in collaborative construction projects are discussed.

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Section: Project Managers' Competencies In the View Of Research Commumentioning

confidence: 99%

Project Managers’ Competencies in Collaborative Construction Projects

2020

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“…In a more specific manner, engineering field and particularly construction projects the needed project managers’ competencies have been studied in different countries. In result of these studies, some new competencies such as contract management, logical thinking, conflict management, honesty and integrity and alertness and quickness were identified (Dogbegah et al , 2011; Fisher, 2011; Lee et al , 2011; Klendauer et al , 2012; Zhang et al , 2013; Jabar et al , 2013; Hwang and Ng, 2013; Liyana Othman and Jaafar, 2013; Trivellas and Drimoussis, 2013; Ahadzie et al , 2014; Panas et al , 2014). In the same period, two different focused studies conducted by Chipulu et al (2013) and Radu (2014) addressed the competencies that the project stakeholders and employers of project managers expect them to possess or obtain.…”

Section: Research Backgroundmentioning

confidence: 99%

Comparison of research and industry views on project managers’ competencies

Moradi¹,

Kähkönen²,

Aaltonen

2020

IJMPB

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Purpose The success of projects clearly relies on project management personnel and particularly on project managers. Their performance and capacities are based on the achieved competencies. The purpose of this paper is to address possible discrepancies between the views arising from the research results and standards of practice related to project managers’ competencies. Design/methodology/approach For reaching the aim of the study, a comprehensive literature review, covering previous studies and related standards of practice was conducted, and analyses of competencies in the studies and standards of practice containing the rank of competencies based on frequency of appearance were developed. Findings The findings are proposing four discrepancies between the results of previous studies and standards of practice: commonly existing/missing competencies; uneven priority of some competencies in the view of researchers vs standards of practice; uneven degree of consensus on the importance of competencies; and research results are more context-oriented than the standards of practice. In addition, 98 project managers’ competencies were identified, from which 68 were qualified as weighty ones. Moreover, a categorization of project managers’ weighty competencies was developed. Finally, a list of competencies of relevance for different project types and their targets is presented. Originality/value The findings of this study provide a contribution with respect of present knowledge over project managers’ competencies by recognizing certain discrepancies between research results and standards of practice. Another contribution of the study is the comprehensive list of competencies together with considerations of their relevance in different project contexts and in different project types.

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“…Ahsan et al (2013) investigated the competencies organizations use through project manager job advertisements. They proposed a comprehensive list of project manager job competencies; break down the competency components (Liyana Othman & Jaafar, 2013;Safarzadegan Gilan et al, 2012) into knowledge, skills, and abilities; and conduct a comparative analysis of the implementation of these competencies. Chao and Hsiao (2012) presents a data-clustering-based fuzzy framework (Dubois & Prade, 1978;Chen & Hwang, 1992) for forecasting the performance of construction projects delivered through various procurement methods.…”

Section: Literature Reviewmentioning

confidence: 99%

A structural equation modeling approach to examine the relationship between complexity factors of a project and the merits of project manager

Makui¹,

Zadeh²,

Bagherpour³

et al. 2018

10.5267/j.jpm

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A structural equation modeling approach to examine the relationship between complexity factors of a project and the merits of project manager Nowadays, projects have become so widespread in the world that individuals and organizations are always involved in a variety of them. Recent advances in technology and fundamental changes in most scientific disciplines have had an essential impact on projects, and have made the nature and environmental conditions governing them to become more complex than before. With increasing complexity, the amount of information needed for project management increases. In general, the increasing complexity of projects is a growing source of project risks. It has been recognized that complexity affects the performance of a project and will be effective in its success. In this context, the traditional principles and practices of project management are no longer able to control the emerging complexity of projects. In addition, one of the key factors for the success of the projects is the appropriateness of the project manager's assignment. Many studies have been carried out in identifying the suitability criteria of the project manager and the methods of selecting the project manager. In most of these studies, the amount and type of complexity of the project are mentioned as factors influencing the design of an appropriate project manager. However, there has not yet been a specific approach for selecting the project manager with regard to the complexity of the project. Therefore, in this research, we try to investigate the relationship between the complexity of the project and the merits of the project manager by applying a structural equation modeling approach.

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Personal competency of selected women construction project managers in Malaysia

Cited by 15 publications

References 38 publications

Project Managers’ Competencies in Collaborative Construction Projects

Project Managers’ Competencies in Collaborative Construction Projects

Comparison of research and industry views on project managers’ competencies

A structural equation modeling approach to examine the relationship between complexity factors of a project and the merits of project manager

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