Main skills a construction industry manager must have

Abstract

The role of the project manager is one of the most challenging jobs in any organization because it requires a broad understanding of several areas that need to be coordinated and require interpersonal skills. The objective of the work is to define the main competences that must be possessed by the project managers in the construction industry, and also to present how they could develop them. In order to comply with this, a critical analysis was carried out that includes several studies of experts, and institutions dedicated to this area of engineering. This study concludes that the project manager must have the knowledge, skills and attitudes to handle the specific technical aspects, scope, costs, timing and interrelationship, aligned with the objectives, teamwork and stakeholders, among others. All this in a changing, diverse and transversal environment, generating uncertainty and conflicts to be resolved competently.

Full document

References

[1] K. Ahsan, H. Marcus, and K. Sabik, “Recruiting Project Managers: A Comparative Analysis of Competencies and Recruitment Signals From Job Advertisements,” Proj. Manag. J., vol. 44, no. 5, pp. 36-54, 2013.

[2] J. Meredith and S. Mantel, Project Management: A Managerial Approach, Seventh Ed. United States of America: John Wiley & Sons, Inc., 2009.

[3] J. Fortune and D. White, “Framing of project critical success factors by a systems model,” Int. J. Proj. Manag., vol. 24, no. 1, pp. 53-65, 2006.

[4] PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edit. Project Management Institute, 2013.

[5] L. Crawford, “Senior management perceptions of project management competence,” Int. J. Proj. Manag., vol. 23, no. 1, pp. 7-16, 2005.

[6] F. Edum-Fotwe and R. McCaffer, “Developing project management competency: perspectives from the construction industry,” Int. J. Proj. Manag., vol. 18, no. 2, pp. 111-124, 2000.

[7] S. K. Yaman, A. H. Abdullah, H. Mohammad, and F. Hassan, “Technical Competency of Construction Manager in Malaysian Construction Industry,” Appl. Mech. Mater., vol. 773-774, no. July, pp. 1053-1059, 2015.

[8] Y. Mo, A. Dainty, and A. Price, “The relevance of EQ to construction project management education and practice: An investigative framework,” Assoc. Res. Constr. Manag. ARCOM 2006 - Procs 22nd Annu. ARCOM Conf., vol. 2, no. September, pp. 823-831, 2006.

[9] J. D. Mayer, P. Salovey, and D. R. Caruso, “Handbook of human intelligence,” New York: Cambridge University Press, 2000, pp. 396-420.

[10] J. R. Turner and R. Müller, “The project manager's leadership style as a success factor on projects: a literature review,” Proj. Manag. J., vol. 36, p. 49-61., 2005.

[11] R. Müller and R. Turner, “Leadership competency profiles of successful project managers,” Int. J. Proj. Manag., vol. 28, no. 5, pp. 437-448, 2010.

[12] IPMA, Individual Competence Baseline for Project, Programme& Portfolio Management, Version 4. IPMA, 2015.

[13] V. Dulewicz and M. Higgs, “Leadership Dimensions Questionnaire?:Organisation Context, Leader Performance and Follower Commitment,” Henley Manag. Coll., 2005.

[14] Project Management Institute, Project Manager Competency Development Framework, Second Edi. Pennsylvania: Project Management Institute, 2007.