Project manager‐project (PM‐P) fit and project success

Malach‐Pines, Ayala; Dvir, Dov; Sadeh, Arik

doi:10.1108/01443570910938998

Cited by 63 publications

(43 citation statements)

References 50 publications

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“…These skills tend to be often described as "soft skills" or "other" attributes from an HRM perspective. However, research suggests that personal aspects are important in the project manager role (Bierhoff & Müller, 2005;Clarke, 2010a;Gehring, 2007;Malach-Pines, Dvir, & Sadeh, 2009;Thal & Bedingfield, 2010). Hao and Swierczek (2010) measured managers' competencies as the ability to delegate authority, to negotiate, to coordinate, to make decisions, and to understand their roles and responsibilities.…”

Section: Personal Competencementioning

confidence: 97%

“…The development and improvement of these skills were seen as important parts of enhancing professional development and adaptability (Hansson, Backlund, & Lycke, 2003). Personality characteristics have been examined in the literature (Dolfi & Andrews, 2007;Dvir, Sadeh, & Malach-Pines, 2006;Gehring, 2007;Malach-Pines et al, 2009;Thal & Bedingfield, 2010). Dvir et al (2006) tested the hypothesis that a project with a particular profile needed a manager with fitting personality traits in order to achieve optimal performance and success.…”

Section: Personal Competencementioning

confidence: 98%

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Recruiting Project Managers: A Comparative Analysis of Competencies and Recruitment Signals from Job Advertisements

Ahsan

Khan

2013

Project Management Journal

154

156

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■This research addresses the competencies organizations use through project manager job advertisements. We develop a list of project manager job competencies; break down the competency components into knowledge, skills, and abilities; and conduct a comparative analysis of the use of these competencies. We examine the online contents of project manager job advertisements in the public domain. Analysis shows that industry job advertisements emphasize "soft skills" and competencies in a manner different than that in the literature. Additionally, differences are found across countries and between industries. Implications from the findings highlight the incongruent dissemination of project manager competencies, regional and industrial demands, and the recruitment of project managers.

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Section: Personal Competencementioning

confidence: 97%

Section: Personal Competencementioning

confidence: 98%

Recruiting Project Managers: A Comparative Analysis of Competencies and Recruitment Signals from Job Advertisements

Ahsan

Khan

2013

Project Management Journal

154

156

View full text Add to dashboard Cite

show abstract

“…Successful projects also contributes to company's success in long term in terms of gaining a competitive advantages; enhancing company's reputation; increasing the market share; and reaching specified revenue and profits (Al-Tmeemy, 2011). Project manager whose personality profile was close to the ideal Project Manager's profile for a particular project type were more successful in impact on the customers, benefit to the organization and overall success (Malach et' al, 2009). This ultimately means that the project managers who understand the projects will be in a better position to satisfy the clients of the project and the stakeholders.…”

Section: Project Successmentioning

confidence: 99%

Efficacy of Monitoring and Evaluation Function in Achieving Project Success in Kenya: A Conceptual Framework

Kamau¹,

Mohamed²

2015

SJBM

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This paper sets out to review literature on the efficacy of monitoring and evaluation in achieving project success in Kenya. Several studies have been carried out with an aim of determining the critical success factors (CSFs) which contribute to project success. The analysis of these studies shows a particular pattern of events. Some CSFs appears consistently in a number of studies. One such factor is the monitoring and evaluation (M&E) function. The researcher used literature review approach to analyze the factors related to M&E influencing project success. All the factors identified were grouped into four main categories which are: Strength of M&E team, monitoring approach adopted, political influence and project lifecycle stage. The study further identified management support as a mediating factor between M&E and the Project Success. A good M&E without management support is likely not to succeed.

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“…In summary, while the underlying rationale for all projects is that they seek specific target benefits (Dvir and Lechler, 2004), benefits do not appear among the criteria used in most performance measurement systems. Even in studies which consider benefits, there is a general assumption that project managers should be held accountable for their realization (Malach-Pines, Dvir and Sadeh, 2009;Office of Government Commerce, 2007). By way of contrast, principal-agent theory (Bozec, Dia and Bozec, 2010;Eisenhardt, 1989;Segrestin and Hatchuel, 2011) suggests that accountabilities for outputs and outcomes should be split among different stakeholders.…”

Section: (Economic Resources)mentioning

confidence: 99%

A General Framework for Gauging the Performance of Initiatives to Enhance Organizational Value

Zwikael

Smyrk²

2012

British J of Management

192

153

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The project management literature argues that most projects fail, and yet, paradoxically, increasing numbers of proposals for new initiatives attract funds. In order to resolve an apparent 'investment-in-failure' paradox, this paper questions the methodology used in the literature to judge project performance and to decide on funding new projects. Using results from a field study, the authors describe a project performance framework that both expands and extends traditional approaches. They argue that the conventional test of project performance is not only fundamentally flawed, but also irrelevant to decision-makers. In response, drawing on 'principal-agent', 'regret' and 'contingency' theories, the authors propose a new methodology to assess projects based on the concept of 'worth'. According to this approach, performance is judged at three separate levels: project management, project ownership and project investment. These three tests allow distinct judgements to be made about the respective performances of the project manager, the project owner and the investment represented by the original funding decision. To the extent that financial crises are associated with project failure, such a framework may prove useful, because it would support better investment decision-making.

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Project manager‐project (PM‐P) fit and project success

Cited by 63 publications

References 50 publications

Recruiting Project Managers: A Comparative Analysis of Competencies and Recruitment Signals from Job Advertisements

Recruiting Project Managers: A Comparative Analysis of Competencies and Recruitment Signals from Job Advertisements

Efficacy of Monitoring and Evaluation Function in Achieving Project Success in Kenya: A Conceptual Framework

A General Framework for Gauging the Performance of Initiatives to Enhance Organizational Value

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