The impact of project manager on project success — The case of ICT sector

Blaskovics, Bálint

doi:10.1556/204.2016.38.2.7

Cited by 26 publications

(26 citation statements)

References 31 publications

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“…He must have strong leadership capabilities to create a sense of confidence and belongingness in project team members. He should ensure that the project team has adequate resources, knowledge and proper guidelines for executing the project (Keil et al, 2013;Zhu and Kindarto, 2016;Blaskovics, 2016;Bhoola and Giangreco, 2018;Riaz et al, 2020).…”

Section: Jgoss 142mentioning

confidence: 99%

Modelling human resource dimension of international project risk management

Dandage¹,

Rane²,

Mantha

2021

JGOSS

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Purpose Project risk management (PRM) and human resource management (HRM) are the two critical success factors (CSFs) for international project management. This paper aims to correlate these two CSFs, identify the human resource (HR) barriers, develop a hybrid model for risk management and develop strategies to overcome the HR barriers to effective risk management in international projects. Design/methodology/approach In total, 20 key HR barriers have been identified through a literature survey and verified by project professionals. These HR barriers are ranked according to their ability to trigger other barriers by analysing their interactions using the decision-making trial and evaluation laboratory (DEMATEL) method. Based on Ulrich’s revised model for HR functions, a hybrid framework for international PRM has been proposed. Findings DEMATEL analysis categorized nine barriers as cause barriers and 11 as affected barriers. The “PROJECTS” model proposed for HR strategy development suggests eight strategies to overcome these nine cause barriers. The hybrid PRM framework developed includes the effect of the HR dimension. Research limitations/implications This paper presents the generalized prioritization of HR barriers to international PRM. For a specific international project, the HR barriers and their prioritization may change slightly. The hybrid framework for PRM and the strategy development model suggested are yet to be validated. Originality/value Correlating two CSFs in international project management, i.e. HRM and PRM and ranking the HR barriers using the DEMATEL method is the uniqueness of this research paper. The hybrid framework developed for PRM based on HR functions in Ulrich’s revised model and the proposed new HR strategy development model “PROJECTS” are unique contributions of this paper.

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Section: Jgoss 142mentioning

confidence: 99%

Modelling human resource dimension of international project risk management

Dandage¹,

Rane²,

Mantha

2021

JGOSS

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“…Larsson et al (2015) argued that project success is not influenced by project managers' age. Further, Blaskovics (2016) noted that project managers are instrumental for project success. Based on these argumentations, project manager's age is significantly associated with project success in construction industry.…”

Section: Project Manager Age and Project Successmentioning

confidence: 99%

“…A project manager with integrity is important to the necessity and progress of the project. This study was centered on the assumption that project success can be predicted by project managers' skills guided by Blaskovics (2016) argumentation that project managers play a key part in achieving project success.…”

mentioning

confidence: 99%

The Impact of Project Manager’s Skills and Age on Project Success

Baduruzzaman

Khoiry

2021

BJO&PM

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Goal: This study seeks to examine project success in relation to project managers' factors. Pertaining to research questions, we highlighted: "do project manager's technical, conceptual, political and human skills are significantly related to project success?, and does project manager's age play a significant role in achieving project success? Design / Methodology / Approach: This research employed a quantitative research method using survey questionnaires to collect data from 400 project managers working in five well-known construction companies in Cairo, Egypt. Descriptive statistics using Relative Importance Index (RII) were employed to rank the dimensions of project manager's skills: conceptual, technical, human and political skills; and project success dimensions: cost, schedule and quality. Multiple regression analysis was used to identify the impact of project managers' skills on project success while simple linear regression was used to examine the relationship between project manager's age and project success Results: The results of RII revealed that project managers maintain a competitive level of technical, conceptual, political and human skills, and emphasize on specific aspects of cost, schedule, and quality dimensions of project success. The regression analysis revealed that 49.2% of the explained variation in project success can be accounted for technical, political, human and conceptual skills at coefficient of determination values of 0.611, 0.506, 0.431 and 0.407 respectively while the project manager's age had no association with project success with a P value 0.694 at alpha level of 0.05. Limitations of the investigation:Generalizing research findings might be challenged because sample size was randomly selected due lack of identifying the exact size target population. Practical implications:The managerial implication of this study lies in the need for construction companies not to consider project manager's age as a significant factor for project success, instead they need to ensure that project managers possess a competitive level of conceptual, technical, political and human skills.Originality / Value: Pertaining to contribution to academia, this research argues that project success subject to a set of comprehensive set of project managerial skills namely conceptual, technical, political and human. Further, it is essential to distinguish between project manager's age and experience and not to consider project manager's age as a determinant of a project success.

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“…Természetesen a definiálási fázisban kell a leginkább koncentrálnunk erre, mivel itt történik a vevői igények, elvárások követelményekké alakítása. A projektmenedzsmenttel kapcsolatos kutatások állandóan visszatérő témája marad az, hogy a siker szempontjából milyen tényezőket vagy kritériumokat vegyünk figyelembe (Cserháti & Szabó, 2014;Sebestyén & Tóth, 2014;Blaskovics, 2016;Sebestyén, 2017).…”

Section: Alkalmazási Lehetőségekunclassified

A projektportfólió-menedzsment elmúlt évtizede. Hazai körkép

Sebestyén

2020

Veztud

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A projektportfólió-menedzsment hazánkban is kezd meghonosodni. Az előző évtized a téma súlyának megfelelő, intenzív kutatási tevékenységet eredményezett Magyarországon is, és a szemléletet már számos szakterületen alkalmazzák. Az ezredforduló legelején megjelent definíciók, illetve a folyamat akkoriban kialakult legfontosabb lépései alapvetően azóta sem változtak, azonban a részletek kidolgozása, az alkalmazási területek további lehetőségeinek megtalálása új feladatokkal látta el a témával foglalkozókat. A hazai szakemberek aktívan részt vettek az alapok lefektetésében, a projektportfólió-menedzsment elterjesztésében, és a témát széles spektrumon, színvonalasan dolgozták fel. A következő tíz évben várhatóan még több szakember vesz részt a projektmenedzsment e speciális területének magyarországi népszerűsítésében, oktatásában és kutatásában, ami azt is előrevetíti, hogy a gyakorlatban is kiforrottabb módszerekkel találkozhatunk majd, s a projektportfólió-menedzsment alkalmazása az eddig érintetlen területeken is megjelenik. A cikk áttekinti a projektportfólió-menedzsment hazai tíz évének mérföldköveit.

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The impact of project manager on project success — The case of ICT sector

Cited by 26 publications

References 31 publications

Modelling human resource dimension of international project risk management

Modelling human resource dimension of international project risk management

The Impact of Project Manager’s Skills and Age on Project Success

A projektportfólió-menedzsment elmúlt évtizede. Hazai körkép

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