Log in

Relevant bibliographies by topics / Project manager competencies / Journal articles

To see the other types of publications on this topic, follow the link: Project manager competencies.

Journal articles on the topic 'Project manager competencies'

Author: Grafiati

Published: 4 June 2021

Last updated: 3 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the top 50 journal articles for your research on the topic 'Project manager competencies.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.

1

Ahmad Noorhani, Nur Maizura, and Arniatul Aiza Mustapha. "Interior Design Practice: Project Management Competency Framework." Built Environment Journal 18, no. 1 (2021): 98. http://dx.doi.org/10.24191/bej.v18i1.12991.

Full text

Abstract:

Currently, a role for a creative or visually appealing interior designer has also includes project management. One of the project's primary roles is for the interior design manager is to successfully deliver to the client. Additionally, project managers are measured for their capability to deal with day-to-to-day activities as well as projects. This study shares the required competencies project managers and interior designers to qualify as a project manager in the field of design. This paper examines the 27 competencies required of an interior project manager and highlights the value of compe

APA, Harvard, Vancouver, ISO, and other styles

2

Jabar, Izatul Laili, Faridah Ismail, and Nur Mardhiyah Aziz. "Managing IBS Project: The evolving roles and competencies of project manager." Asian Journal of Behavioural Studies 3, no. 11 (2018): 117. http://dx.doi.org/10.21834/ajbes.v3i11.107.

Full text

Abstract:

The purpose of this paper is to investigate the initial information related to the roles and competencies required for a project manager who managed IBS construction projects in the Malaysian construction industry. Semi-structured interviews were conducted with the project managers who have experience in managing an IBS construction project. The finding reveals unanimously agreed that the project managers who managed IBS construction projects have to undertake extra roles which required additional competency as compared to the generic construction projects. It is hoped that the findings from t

APA, Harvard, Vancouver, ISO, and other styles

3

Cech, Petr, and Karel Chadt. "Project Manager And His/Her Competencies." International conference KNOWLEDGE-BASED ORGANIZATION 21, no. 1 (2015): 165–69. http://dx.doi.org/10.1515/kbo-2015-0027.

Full text

Abstract:

Abstract Competencies of a project manager are formed by a set of knowledge, skills, related experience, and ways of behaviour and attitudes. It is a way by which a project manager asserts his/her own professional knowledge to terminate a project successfully. There are different ways of a competencies division. Authors of this contribution focused on basic competencies and high performance competencies. Basic competencies of a project manager are comprehended as knowledge and skills that are indispensable for an own performance of managerial work. High performance competencies are relatively

APA, Harvard, Vancouver, ISO, and other styles

4

Gruden, Nika, and Aljaž Stare. "The Influence of Behavioral Competencies on Project Performance." Project Management Journal 49, no. 3 (2018): 98–109. http://dx.doi.org/10.1177/8756972818770841.

Full text

Abstract:

To raise awareness of the value of behavioral competencies of project managers, we carried out a quantitative survey to identify the importance and influence of competencies on efficient project performance. We were also interested to learn whether or not managers are aware of the importance of competencies and which competence they consider to be the most crucial of all. Data were collected via a web-based questionnaire in which respondents evaluated levels of behavioral competencies, reported on the performance of projects in their enterprises, and provided opinions on the competencies’ impo

APA, Harvard, Vancouver, ISO, and other styles

5

Puspa Negara, Kartika, Fiona Lamari, Connie Susilawati, and Bambang Trigunarsyah. "Identifying client project manager competency in Indonesian construction project." MATEC Web of Conferences 276 (2019): 02007. http://dx.doi.org/10.1051/matecconf/201927602007.

Full text

Abstract:

The influence of active client involvement towards project construction success is gaining recognition in the last few decades. The growing concern on the client involvement has drifted the perception towards client away from the passive role into contributor of project success. During client involvement in the construction project, a representative from client or client project manager (CPM) should be complemented with certain competencies in order to succeed in commissioning construction projects. Evidence shows that some public construction projects in Indonesia failed due to the lack of co

APA, Harvard, Vancouver, ISO, and other styles

6

Alvarenga, Jeferson Carvalho, Robson Rosa Branco, André Luis Azevedo Guedes, Carlos Alberto Pereira Soares, and Wainer da Silveira e. Silva. "The project manager core competencies to project success." International Journal of Managing Projects in Business 13, no. 2 (2019): 277–92. http://dx.doi.org/10.1108/ijmpb-12-2018-0274.

Full text

Abstract:

Purpose The past few decades have produced a number of investigations into the correlation between project managers’ competencies and project success. As a result, competencies lists have become extensive “shopping lists.” The purpose of this paper is to define the most important competencies to project success and investigate their correlations. Design/methodology/approach The authors surveyed project managers on the importance of 28 project manager competencies to project success. Data were analyzed using univariate and multivariate procedures. Findings Data show that communication, commitme

APA, Harvard, Vancouver, ISO, and other styles

7

Логинова, Екатерина, and Ekaterina Loginova. "Project Manager’s Competencies in Renewable Energy Projects." Scientific Research and Development. Russian Journal of Project Management 6, no. 3 (2017): 19–25. http://dx.doi.org/10.12737/article_59e8ab4c61d0e0.92107203.

Full text

Abstract:

This research examines renewable energy (RE) project manager competencies required by USA labor market using the analyses of project manager Internet job advertisements. It was realized by collecting and coding the requirements from the job advertisements in April 2017. 1500 vacancies were found by the website, but only 150 of them were relevant for this work (they were filtered according to some formal criteria). From the data obtained from advertisement analyses, the pool of job candidate’s competencies required by the market was compiled. The most common requirements were compared with IPMA

APA, Harvard, Vancouver, ISO, and other styles

8

Kuliš, Marija Šiško. "Selection of Project Managers: An Overview." Business Systems Research Journal 11, no. 2 (2020): 99–116. http://dx.doi.org/10.2478/bsrj-2020-0018.

Full text

Abstract:

AbstractBackground: The project manager choice is one of the most important, complicated and multi-layered decisions in project management. Although the competence of a project manager is the subject of numerous studies, mostly in the field of economic sciences, there are still relatively few studies dealing with project manager selection.Objectives: The aim of this paper is to provide a useful overview of research on approaches, models, techniques, and competencies during the process of selecting project managers, in order to improve understanding an effective process of selecting project man

APA, Harvard, Vancouver, ISO, and other styles

9

��, Tatyana Ponomareva, ��, Dmitriy Gergert, ��, and Tatyana Ponomareva. "Importance of Integrating Sustainability Principles into Project Management Competency Standards." Russian Journal of Project Management 4, no. 3 (2015): 9–78. http://dx.doi.org/10.12737/13393.

Full text

Abstract:

The balance between economic growth and social wellbeing has been around as a political and managerial challenge for many years, and the concept of sustainability has grown in recognition and importance. The pressure on companies to broaden its economic and sustainability performance reporting and accountability to shareholders has increased. The integration of the concepts of sustainability in projects and project management became very significant. Today modern companies have to implement the principles of sustainability in their operational activities, and this process requires changers inc

APA, Harvard, Vancouver, ISO, and other styles

10

Livesey, Peter Vincent. "Goleman-Boyatzis Model of Emotional Intelligence for Dealing with Problems in Project Management." Construction Economics and Building 17, no. 1 (2017): 20–45. http://dx.doi.org/10.5130/ajceb.v17i1.5101.

Full text

Abstract:

As projects grow in size and complexity the sizes of teams needed to manage them also increases. This places greater emphasis on the need for the project manager to develop people management skills, commonly called soft skills, of which emotional intelligence (EI) has been recognised as an important component. The objective of this research was to investigate the relevance of the Goleman-Boyatzis model of EI in dealing with the problems in large projects identified via a literature review. To achieve this end, a Delphi study using project managers who had been involved in the management of pro

APA, Harvard, Vancouver, ISO, and other styles

11

Araújo, Cintia Cristina Silva de, Cristiane Drebes Pedron, and Filipe Quevedo Pires de Oliveira e. Silva. "IT Project Manager Competencies and Team Commitment: A New Scale Proposal." Revista de Gestão e Projetos 9, no. 1 (2018): 39–57. http://dx.doi.org/10.5585/gep.v9i1.679.

Full text

Abstract:

Project managers are required to develop competencies that will help them to lead their teams in stressful, challenging and dynamic environments such as in many Information Technology (IT) project settings. Project managers should also develop team commitment in order to improve team performance. Therefore, this study addresses the question: Which IT project manager competencies influence team commitment? The main objective is to develop and validate a new instrument to measure project manager competencies and team commitment in IT projects. To accomplish this objective, we, firstly, did an ex

APA, Harvard, Vancouver, ISO, and other styles

12

Gray, Karmin, and Frank Ulbrich. "Ambiguity acceptance and translation skills in the project management literature." International Journal of Managing Projects in Business 10, no. 2 (2017): 423–50. http://dx.doi.org/10.1108/ijmpb-05-2016-0044.

Full text

Abstract:

Purpose The project management literature provides a fairly united picture of the importance of projects being successful. One success factor is represented by project managers themselves, whose personality, skills, knowledge, competencies, and traits affect project success. To better understand various project manager types, the purpose of this paper is to review the extant project management literature and propose a framework for categorising project managers based on the traits that they possess or lack. Design/methodology/approach The research commenced with identifying and collecting arti

APA, Harvard, Vancouver, ISO, and other styles

13

KAMBA, Hirotoshi. "Global Competencies and Project Manager Training." Journal of JSEE 61, no. 5 (2013): 5_4–5_9. http://dx.doi.org/10.4307/jsee.61.5_4.

Full text

APA, Harvard, Vancouver, ISO, and other styles

14

Kulkarni, Dr Gayatri. "Review Paper On Competencies Essential For Project Manager." Psychology and Education Journal 58, no. 1 (2021): 2502–14. http://dx.doi.org/10.17762/pae.v58i1.1126.

Full text

Abstract:

Competency is a term widely used in the IT industry. Competency is defined as “ an underlying characteristic of a person which results in effective and /or superior performance in a job” (Boyatzis R. , 1982)In order to be successful in a business market, project-based organizations should be successful in theirprojects.(Ghasem Omidvar F. J., 2011). One of the factors that influence project success is the employment of competent project managers. (Ghasem Omidvar, 2011).Crawford (2000) also reiterates the point that a competent project manager is a factor that affects project success. The object

APA, Harvard, Vancouver, ISO, and other styles

15

��, Svetlana Reshetko, ��, and Konstantin Bagrationi. "MBTI as Express Diagnostics Method of Managers´ Behavioral Competencies." Russian Journal of Project Management 3, no. 3 (2014): 25–34. http://dx.doi.org/10.12737/5783.

Full text

Abstract:

Research results of professionally significant qualities (behavioral competence) of managers involved in projects are discussed in this paper. The research results have been compared with NCB SOVNET 3.0 behavioral competence norms. Four types of managers have been empirically identified according to their professional competence: 1st type � judging introvert; 2nd type � judging extrovert; 3rd type � perceiving extrovert; 4th type � perceiving introvert. Psychological factors directly correlated with planning and control of work execution by project par

APA, Harvard, Vancouver, ISO, and other styles

16

Soroka-Potrzebna, Hanna. "STUDENT COMPETENCES IN THE FIELD OF PROJECT RISK MANAGEMENT ON EXAMPLE OF IPMA-STUDENT PROGRAMME." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 20, no. 3 (2019): 257–69. http://dx.doi.org/10.5604/01.3001.0013.7253.

Full text

Abstract:

Rapidity and scope of changes of the economy in global and local level is a fundamental challenge for project managers. Changes in the environment make it difficult to successfully implement many projects. Quick identification and assessment of project opportunities and threats become the key competence of the project manager. The aim of the article is to present the level of risk management competencies among students who are certified on the IPMA-Student portal. The article uses the literature analysis of the subject as well as the analysis of data obtained from the IPMA Student exam portal.

APA, Harvard, Vancouver, ISO, and other styles

17

Naydis, Irina Olegovna. "Agile method in project management: method implementation, competencies of team members and project manager." Vestnik of Astrakhan State Technical University. Series: Economics 2020, no. 4 (2020): 15–24. http://dx.doi.org/10.24143/2073-5537-2020-4-15-24.

Full text

Abstract:

The article outlines the study of approaches to project management: classical or traditional project management and flexible project management methods. Agile project management is analyzed using the Scrum methodology, which is a variety of Agile approach. The main stages of the above approaches are presented, their features, scope and advantages are revealed. The features of team management in traditional and flexible projects are considered. There has been developed an algorithm for choosing and actualizing a project management approach, which reflects the essence of flexible and traditional

APA, Harvard, Vancouver, ISO, and other styles

18

Aramo-Immonen, Heli, Andrea Bikfalvi, Núria Mancebo, and Hannu Vanharanta. "Project Managers’ Competence Identification." International Journal of Human Capital and Information Technology Professionals 2, no. 1 (2011): 33–47. http://dx.doi.org/10.4018/jhcitp.2011010103.

Full text

Abstract:

The objective of this article is to help align higher education of future project managers to the contemporary requirements of global project business. The perspective is project managers’ competencies in knowledge intensive industry, such as in IT branch. In this paper, it is considered that a holistic view of competence self-evaluation helps to assess the current intentional change. The system introduced supports decision making by measuring and capturing the actual drivers designed specifically for the role of project manager. Generalizing the competence identification process appears to be

APA, Harvard, Vancouver, ISO, and other styles

19

Podgórska, Marzena, and Magdalena Pichlak. "Analysis of project managers’ leadership competencies." International Journal of Managing Projects in Business 12, no. 4 (2019): 869–87. http://dx.doi.org/10.1108/ijmpb-08-2018-0149.

Full text

Abstract:

Purpose The purpose of this paper is to examine the relationship between the three dimensions of leadership competencies, which refer to the competency school by Dulewicz and Higgs (2003) and impact on project success as well as the moderating influence of project type. Design/methodology/approach The mixed method was used and supported by survey questionnaire and semi-structured interview questionnaire. In total, 102 project managers as well as 11 senior project managers and people supervising project managers assigned to the projects participated in the study. Correlation analysis and regres

APA, Harvard, Vancouver, ISO, and other styles

20

Hafs, Habiba Abou, and Fadila Boutora. "Impact of Project Manager Competencies on Project Success: Case of Social Projects in the City of Agadir, Morocco." Journal of Business and Economics 10, no. 5 (2019): 456–69. http://dx.doi.org/10.15341/jbe(2155-7950)/05.10.2019/007.

Full text

Abstract:

The question of project manager competencies and especially in social projects is a key issue for social organizations seeking to progress and achieve success. If the manager has an important role to play with regard to the social organization, he’s however dependent on his behavioral, professional and personal capacities. The purpose of this paper is to show, on the basis of a quantitative study carried out among 120 managers of social projects in cooperatives located in the city of Agadir (Morocco), that the success of projects is conditioned by the leadership skills. Consequently, factors r

APA, Harvard, Vancouver, ISO, and other styles

21

Irfan, Muhammad, Sanam Zaib Khan, Nasruddin Hassan, et al. "Role of Project Planning and Project Manager Competencies on Public Sector Project Success." Sustainability 13, no. 3 (2021): 1421. http://dx.doi.org/10.3390/su13031421.

Full text

Abstract:

Even though the world has progressed exponentially, the core reasons for the failure of many public sector projects remain the same, i.e., the poor planning and competency of a project manager. Therefore, it becomes essential even in the contemporary world to assess and evaluate a model that determines the effect of planning and the project manager’s competency on the success of public sector projects. Moreover, the present study aims to assess the role of project planning and the project manager’s competency in project success in the context of project management methodology defined by the Pr

APA, Harvard, Vancouver, ISO, and other styles

22

Skulmoski, Gregory J., and Francis T. Hartman. "Information Systems Project Manager Soft Competencies: A Project-Phase Investigation." Project Management Journal 41, no. 1 (2010): 61–80. http://dx.doi.org/10.1002/pmj.20146.

Full text

APA, Harvard, Vancouver, ISO, and other styles

23

Chusavitina, G. N. "Formation of competencies in the field of project management for future informatics teachers." Informatics and education, no. 2 (April 27, 2020): 19–29. http://dx.doi.org/10.32517/0234-0453-2020-35-2-19-29.

Full text

Abstract:

The implementation of project management in the education system is impossible without the development of new types of competencies by teachers, which will allow the use of project management methods in professional activities. The article substantiates the need for training teachers who are competent both in managing student projects and in organizing their own project activities, as well as in project activities and project management of an educational institution. The article describes the experience of building competencies in the field of project management among students — future informa

APA, Harvard, Vancouver, ISO, and other styles

24

Oh, Minjeong, and Sungyong Choi. "The Competence of Project Team Members and Success Factors with Open Innovation." Journal of Open Innovation: Technology, Market, and Complexity 6, no. 3 (2020): 51. http://dx.doi.org/10.3390/joitmc6030051.

Full text

Abstract:

The purpose of this paper is to examine the relationship between emotional, managerial, and intellectual competence of team members, which refer to the LDQ (Leadership Development Questionnaire) and impact on project success. (1) Background: Large and complex projects are being conducted in a dynamic business environment. The need for capabilities and managerial aspects of participants of the project for business performance increases. (2) Methods: A questionnaire survey was conducted on 164 project management professionals in various industries from Korea. The structural equation modeling tec

APA, Harvard, Vancouver, ISO, and other styles

25

Muzio, Edward, Deborah J. Fisher, Erv R. Thomas, and Valerie Peters. "Soft Skills Quantification (SSQ) Foi Project Manager Competencies." Project Management Journal 38, no. 2 (2007): 30–38. http://dx.doi.org/10.1177/875697280703800204.

Full text

Abstract:

“Soft” skills, also referred to as “micro-social” skills, are universally recognized as being critical to successful project management. Methods of measuring those skills, however, are to date largely subjective and nonsystematic. This paper examines multiple approaches to the problem, as well as the next evolution in soft skill assessment: a model that allows soft skill quantification (SSQ), and its utility in predicting performance. The results of an SSQ assessment were compared to formal employee performance results and individual program manager observations. Using a small initial sample,

APA, Harvard, Vancouver, ISO, and other styles

26

Ho, Marcus W. Y., and Kamrul Ahsan. "Agile Project Manager Competencies: Insights from Job Advertisements." Academy of Management Proceedings 2021, no. 1 (2021): 12613. http://dx.doi.org/10.5465/ambpp.2021.12613abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

27

Ruano-Mayoral, Marcos, Ricardo Colomo-Palacios, Ángel García-Crespo, and Juan Miguel Gómez-Berbís. "Software Project Managers under the Team Software Process." International Journal of Information Technology Project Management 1, no. 1 (2010): 42–53. http://dx.doi.org/10.4018/jitpm.2010100204.

Full text

Abstract:

Despite the clear relevance of the Information and Communications Technologies (ICT) market in world economics and the evident lack of success of software projects, organizations devote little effort to the development and maturity of the software project manager profession. This work analyzes the figure of project manager from the perspective of the Team Software Process (TSP), and it considers the required skills, attitudes and knowledge for a software development project. The basis for the study is the analysis of relevant references from the literature for their subsequent categorization i

APA, Harvard, Vancouver, ISO, and other styles

28

Hanna, Awad S., Karim A. Iskandar, Wafik Lotfallah, Michael W. Ibrahim, and Jeffrey S. Russell. "A data-driven approach for identifying project manager competency weights." Canadian Journal of Civil Engineering 45, no. 1 (2018): 1–8. http://dx.doi.org/10.1139/cjce-2017-0237.

Full text

Abstract:

Competent project managers (PMs) are the backbone of any construction project. It is extremely important to constantly develop and enhance their competencies. However, to establish effective training and development plans for PMs, the relative importance of the key competencies that define a PM’s performance should be first understood. Instead of subjectively weighting the relative importance of differing competencies, this paper aims at developing an automated model that uses real-life data to compute the PM competency weights. The rationale behind the model is to maximize the distance in a h

APA, Harvard, Vancouver, ISO, and other styles

29

Ballesteros-Sánchez, Luis, Isabel Ortiz-Marcos, and Rocío Rodríguez-Rivero. "The Impact of Executive Coaching on Project Managers’ Personal Competencies." Project Management Journal 50, no. 3 (2019): 306–21. http://dx.doi.org/10.1177/8756972819832191.

Full text

Abstract:

Personal competencies have been shown to be increasingly reliable predictors of successful project managers. This research studies whether executive coaching is effective in strengthening personal competencies in the project management field. An experiment with 30 project managers and 30 observers has been conducted to determine, by means of a quantitative and qualitative approach, the impact of coaching on different competencies based on the Project Manager Competency Development Framework – Third Edition (Project Management Institute, 2017a). The conclusions reveal interesting insights, such

APA, Harvard, Vancouver, ISO, and other styles

30

Edrizal, Mairizal, Muhd Zaimi Abd Majid, and Rosli Mohamad Zin. "Critical project manager competencies in managing highway projects in West Sumatera - Indonesia." IOP Conference Series: Materials Science and Engineering 849 (May 30, 2020): 012005. http://dx.doi.org/10.1088/1757-899x/849/1/012005.

Full text

APA, Harvard, Vancouver, ISO, and other styles

31

Araújo, Cíntia Cristina Silva de, and Cristiane Drebes Pedron. "The IT project manager competencies that impact project success – A qualitative research." Organisational Project Management 2, no. 1 (2015): 53. http://dx.doi.org/10.5130/opm.v2i1.4142.

Full text

APA, Harvard, Vancouver, ISO, and other styles

32

Ribeiro, André, António Amaral, and Teresa Barros. "Project Manager Competencies in the context of the Industry 4.0." Procedia Computer Science 181 (2021): 803–10. http://dx.doi.org/10.1016/j.procs.2021.01.233.

Full text

APA, Harvard, Vancouver, ISO, and other styles

33

Verenych, Olena, and Sergey Bushuyev. "Interaction researching mental spaces of movable context, stakeholders, and project manager." Organization, Technology and Management in Construction: an International Journal 10, no. 1 (2018): 1684–95. http://dx.doi.org/10.1515/otmcj-2016-0021.

Full text

Abstract:

AbstractAs practice shows, the success of project implementation depends on the clear and integrated interaction between stakeholders, the project manager, and the movable context. Such an interaction exists on the level of mental spaces. If the mental spaces are congruent, in other words, all things are in the space of clear and univocal understanding of all aspects of the project, “are speaking the same language,” then project implementation is clear, exact, and in time.On practice, it is observed that full understanding is absent during project initialization and implementation and mental s

APA, Harvard, Vancouver, ISO, and other styles

34

Vu, Tuan Anh, and Thi Hao Cao. "CRITICAL FACTORS IMPACT ON ELECTRICAL PROJECTS PERFORMANCE IN VIETNAM." Science and Technology Development Journal 12, no. 1 (2009): 86–103. http://dx.doi.org/10.32508/stdj.v12i1.2200.

Full text

Abstract:

This study concentrates on defining the cause and effect relationships between the criteria of Electrical project performance and the key factors impact on performance of Electrical projects. The sample of this study consisted of 230 Electrical projects within the last 10 years in VietNam. The key project factors are mainly based on indicators developed by Belasis and Take [1]; Cao Hao Thi [2]. These factors are External environment stability; Project manager competencies; Team member competencies; organizational support and Project characteristics. In this study, adding two factors are Contra

APA, Harvard, Vancouver, ISO, and other styles

35

Damayanti, R. W., B. Hartono, and A. R. Wijaya. "Leadership Competency for Megaproject‘s Complexity Management: A Conceptual Study." International Journal of Innovation, Management and Technology 12, no. 4 (2021): 68–74. http://dx.doi.org/10.18178/ijimt.2021.12.4.911.

Full text

Abstract:

This study aims to formulate a project manager’s leadership competency to manage megaproject’s complexity. Through qualitative literature exploration, this study integrates seven organizational leadership theories to develop megaproject leadership competency. Technical, emotional social and adaptive competencies are proposed as components of megaproject leadership competency that are crucial for managing structural, social, and emergent complexity. This study contributes to scholarship by giving insight into the leadership theories that potentially expanded the megaproject realm. For the pract

APA, Harvard, Vancouver, ISO, and other styles

36

Sokolov, Nikita A., Vladimir A. Reshetnikov, Valeriy N. Tregubov, Olga S. Sadkovaya, Maria S. Mikerova, and Dmitry A. Drobyshev. "Developing Characteristics and Competences of a Health Care Manager: Literature Review." Serbian Journal of Experimental and Clinical Research 20, no. 2 (2019): 65–74. http://dx.doi.org/10.2478/sjecr-2019-0036.

Full text

Abstract:

Abstract Broadly educated professionals are a rely valuable resource for the Russian public health system in the current socio-economic conditions. Their capability to flexibly switch the focus and content of their activities in the changing and challenging environment is essential for successful performance. The purpose of our study is to analyze the international evidence on managing the process of competencies’ development in healthcare managers. Competence-oriented education and training of future health-care managers is of special interest. In light of this, the study of international dat

APA, Harvard, Vancouver, ISO, and other styles

37

Dainty, Andrew, Mei-I. Cheng, and David Moore. "A Comparison of the Behavioral Competencies of Client-Focused and Production-Focused Project Managers in the Construction Sector." Project Management Journal 36, no. 2 (2005): 39–48. http://dx.doi.org/10.1177/875697280503600205.

Full text

Abstract:

The importance of evaluating behaviors as an underpinning component of the project management body of knowledge is widely recognized. This paper reports on research that evaluated the behaviors of two functionally disparate sets of project managers operating within the construction industry. The first comprised those with overall responsibility for the on-site production function (the management contractor), while the second comprised client project managers overseeing project activities on behalf of the procuring organization (client's project managers). The behavioral competencies of both gr

APA, Harvard, Vancouver, ISO, and other styles

38

Radcliffe, Kay, Elaine McMullan, and Jo Ramsden. "Developing offender manager competencies in completing case formulation." Probation Journal 65, no. 1 (2017): 27–38. http://dx.doi.org/10.1177/0264550517744272.

Full text

Abstract:

The Offender Personality Disorder (OPD) pathway is a national initiative which co-commissions health and probation to work in partnership to enhance the criminal justice management of high risk offenders with personality disorder. Psychologically informed support is expected to augment the current provision for this client group alongside workforce training. The impact of training offender managers (OM) is uncertain and previous research has indicated training may be limited in its effectiveness. This paper examines the impact of a training and supervision model on the quality of formulations

APA, Harvard, Vancouver, ISO, and other styles

39

Yun, Gunsang, Wangjin Yoo, and Joonghwan Lee. "A Study on the Effect of Project Sponsor Roles and Project Manager Competencies on the Project Performance Quality." Journal of the Korean society for quality management 42, no. 3 (2014): 373–86. http://dx.doi.org/10.7469/jksqm.2014.42.3.373.

Full text

APA, Harvard, Vancouver, ISO, and other styles

40

Damayanti, Retno, Budi Hartono, and Andi Wijaya. "Complexity, leadership, and megaproject performance: A configuration analysis." Journal of Industrial Engineering and Management 14, no. 3 (2021): 570. http://dx.doi.org/10.3926/jiem.3476.

Full text

Abstract:

Purpose: Rapid worldwide growth in megaprojects has attracted academic interest. In practice, complexity is one of the main causes for the failure of megaprojects. This study proposes a system of project manager leadership to overcome problems of complexity in achieving success with a megaproject.Design/methodology/approach: This study uses configuration analysis, fuzzy-set qualitative comparative analysis (fsQCA), to investigate the combination of complexity and leadership competencies that promote megaproject success. This study analyzes three megaproject manager leadership competencies—tech

APA, Harvard, Vancouver, ISO, and other styles

41

Abdullah, Abd Halid, Siti Khalijah Yaman, Hairuddin Mohammad, and Padzil Fadzil Hassan. "Construction manager’s technical competencies in Malaysian construction projects." Engineering, Construction and Architectural Management 25, no. 2 (2018): 153–77. http://dx.doi.org/10.1108/ecam-07-2016-0176.

Full text

Abstract:

Purpose Problems of Malaysian construction industry have often been associated, in part to incompetent construction manager (CM) when managing the construction projects. Although various education and training provisions have been introduced, critics argue that the provisions have not been effective. Central in the debate on the adequacy of the CM education and training offered is the answer to the question of “what constitutes the technical competency of the CM?” The purpose of this paper is to present the study that identifies the technical competencies required by the CM to address the ques

APA, Harvard, Vancouver, ISO, and other styles

42

Khadka, Deepak Kumar, Milan Gurung, and Nawaraj Chaulagain. "Managerial competencies – A survey of hospital managers’ working in Kathmandu valley, Nepal." Journal of Hospital Administration 3, no. 1 (2013): 62. http://dx.doi.org/10.5430/jha.v3n1p62.

Full text

Abstract:

Background: Managerial competencies are sets of knowledge, skills, behaviors and attitudes that a person needs to be effective in a diverse managerial job. This study sets out at assessing the level and gap of current actual and ideal required competency, important competency statement, and association between respondents’ biographics with a current actual competency level of hospital manager. Methods: A cross-sectional survey used self-administered questionnaire based on Senior Management Service (SMS) competency framework of Department of Public Service and Administration (DPSA) for health m

APA, Harvard, Vancouver, ISO, and other styles

43

Moura, Ralf Luis de, Teresa Cristina Janes Carneiro, and Marcos Paulo Valadares de Oliveira. "Unveiling the core competencies of the successful project manager through the application of multiobjective." Revista Gestão & Tecnologia 20, no. 3 (2020): 07–34. http://dx.doi.org/10.20397/2177-6652/2020.v20i3.1956.

Full text

APA, Harvard, Vancouver, ISO, and other styles

44

Kramer, Anne. "Training Soft Skills to Project Managers An Experience Report." International Journal of Human Capital and Information Technology Professionals 3, no. 2 (2012): 84–88. http://dx.doi.org/10.4018/jhcitp.2012040106.

Full text

Abstract:

The success of software projects is driven by the magical triangle between time, budget, and quality. While short term thinking focuses on time and budget, it is quality that has the most important impact on long term customer satisfaction. Thus, providing good quality software is crucial for success. Quality is influenced by several factors. It depends on the entire software development process and related activities (e.g., requirements management, configuration management, design controls, etc.). However, quality cannot be forced from outside. It is well known, but often forgotten, that it i

APA, Harvard, Vancouver, ISO, and other styles

45

Gunatilake, Sarath, and Mohammed R. Forouzesh. "Integrating Organizational Development Skills with Community Organization Practice: The Key to Successful National Health Care Programs." International Quarterly of Community Health Education 10, no. 1 (1989): 39–51. http://dx.doi.org/10.2190/8628-pjlr-kqjj-tktf.

Full text

Abstract:

The article describes the developmental stages of a health care project from the inception as a demonstration project until its establishment as a large scale national program. The skills and competencies required of a project administrator during the demonstration stage are more related to the practice of community organization. However, in expanding a demonstration project to a large scale national program, these administrators are confronted with a multitude of bureaucratic and organizational constraints. The skills and competencies required of a program manager at this stage are best group

APA, Harvard, Vancouver, ISO, and other styles

46

Loufrani-Fedida, Sabrina, and Stéphanie Missonier. "The project manager cannot be a hero anymore! Understanding critical competencies in project-based organizations from a multilevel approach." International Journal of Project Management 33, no. 6 (2015): 1220–35. http://dx.doi.org/10.1016/j.ijproman.2015.02.010.

Full text

APA, Harvard, Vancouver, ISO, and other styles

47

Brill, Jennifer M., M. J. Bishop, and Andrew E. Walker. "The Competencies and Characteristics Required of an Effective Project Manager: A Web-Based Delphi Study." Educational Technology Research and Development 54, no. 2 (2006): 115–40. http://dx.doi.org/10.1007/s11423-006-8251-y.

Full text

APA, Harvard, Vancouver, ISO, and other styles

48

Anthony, Peter John, and Jeffrey Weide. "Motivation and Career-Development Training Programs: Use of Regulatory Focus to Determine Program Effectiveness." Higher Learning Research Communications 5, no. 2 (2015): 24. http://dx.doi.org/10.18870/hlrc.v5i2.214.

Full text

Abstract:

<p>Higgins (2005) developed a motivational theory that distinguishes between two foci: preventative and promotion. Individuals with a preventative focus are motivated to complete activities due to a necessity or expectation. However, those with a promotion focus find motivation from advancement, self-improvement, or social impact. Writers typically use Higgins’ theory on workplace teams and psychology, yet the theory has usefulness for determining training program effectiveness (Carter, 2011; Freeman, 2009; Gaither, 2009; Kohn, 2009; Richmond, 2009; Whiteford, 2009). However, there is a

APA, Harvard, Vancouver, ISO, and other styles

49

Shah, Mona N., and Niranjan Srinivasan Janardhanan. "Student Heterogeneity and Leadership Training: Designing project management pedagogy for maximum learning impact." Journal of Project, Program & Portfolio Management 3, no. 2 (2013): 28. http://dx.doi.org/10.5130/pppm.v3i2.2796.

Full text

Abstract:

In today’s organisations, project managers’ responsibilities go far beyond managing projects within the triple constraints of cost, time and quality (Crawford 2005). They are increasingly being looked upon as drivers of strategic development of their organisations. This transformation in the role of a project manager calls for developing additional competencies such as business analysis and strategic leadership. The Project Management Institute emphasises a focus on these skills for project managers worldwide. Owing to the country’s fast pace of growth and the challenges that arise thereof, In

APA, Harvard, Vancouver, ISO, and other styles

50

Reidla, Jana. "Who Is Leading the Project? A Comparative Study of Exhibition Production Practices at National Museums in Finland and the Baltic States." Museum and Society 18, no. 4 (2020): 368–85. http://dx.doi.org/10.29311/mas.v18i4.3456.

Full text

Abstract:

This paper presents research into exhibition-production practices at five national museums of four Baltic Sea region countries. The focus is the changes wrought by the expansion of exhibition teams, and how researchers in the curatorial role perceive their position, especially in relation to designers and project leaders. The analysis of semi-structured interviews with museum professionals showed exhibition production at museums comprise two models: A) curator-driven, and B) manager-driven. In Model A, the curator’s knowledge of museum collections is dominant. The curator creates the concept,

APA, Harvard, Vancouver, ISO, and other styles

We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!