Main skills a construction industry manager must have
DOI:
https://doi.org/10.13140/RG.2.2.18946.89281Keywords:
project manager, competencies, construction industryAbstract
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
Downloads
References
[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.
Published
How to Cite
Issue
Section
Copyrights of the author / s from the year of publication
This work is under international license Creative Commons Reconocimiento-NoComercial-CompartirIgual 4.0.
The opinions expressed by the authors do not necessarily reflect the position of the editor of the publication or UCLA. The total or partial reproduction of the texts published here is authorized, provided that the complete source and electronic address of this journal is cited. Authors have the right to use their articles for any purpose as long as it is done nonprofit. The authors can post on the internet or any other media the final approved version of their work.
.png)
