Outline
- Abstract
- Keywords
- 1. Introduction
- 2. Project Managers’ Competencies
- 3. Methodology
- 3.1. Data Collection
- 3.2. Data Analysis
- 4. Results and Discussion
- 5. Conclusion
- Acknowledgements
- References
رئوس مطالب
- چکیده
- کلید واژه ها
- 1. مقدمه
- 2. شایستگی های مدیر پروژه
- 3. متدولوژی
- 3.1. جمع آوری داده ها
- 3.2. آنالیز داده
- 4. نتایج و بحث
- 5. نتیجه گیری
Abstract
The aim of this study is to create a model of construction project managers’ competencies in Poland. The model includes factors related to the project manager’s attributes. The created model can serve as a reference in the development of an integrated approach to the management of construction projects in Poland. Using the proposed approach, the process of construction project management can be customized.
Conclusions
In a paper a model of construction project manager’s competency is proposed. The reason for that research is a strong dependence of project’s success on the project manager’s abilities. For data analysis clustering method was chosen. On the basis of variables characterizing the respondents clustering has allowed a broader understanding of relationship between personal skills, knowledge and abilities of construction engineers on managing capability.
Reduction of the model dimensions enabled the identification of four factors affecting the construction project managers’ competency: basic managerial skills, interpersonal abilities supporting managerial skills, emotional intelligence, and formal skills.
Contents of the second cluster, combining interpersonal characteristics and project managers’ abilities that are closely related to emotional intelligence, seem to confirm the findings of Boyatzis [2]. Those results are an effect of exploratory data analysis method and its advantage.
The results confirm the involvement of described in the literature definitions of competence (the behaviourist, the generic and the cognitive) but does not determine which ones have the greatest impact on the competence of construction project managers.
Presented results can be used by HR departments in construction companies while creating paths of project managers’ professional development and by individuals, the engineers in charge of construction projects in the process of their personal development.
The model is dynamic and industry dependent. Therefore the proposed characteristics can change and moreover vary depending on industry and project’s characteristics i.e.: time, budget, scope, novelty, and pace. Additional, variables influencing model include: geographical location of implementation and project environment accompanied by economic conditions, legal requirements etc. Further research, extending and improving proposed model with the inclusion of mentioned relationships is recommended.
Next step, expanding presented results, is the model validation and testing using statistical methods and data acquired. The aim of extended analysis is to establish influence of identified measures on construction project managers’ competencies model.