Swedish IT Project Managers' Personality Traits Mirrored in the Big Five

Swedish IT Project Managers' Personality Traits Mirrored in the Big Five

Leif Marcusson (School of Business and Economics, Linnaeus University, Kalmar, Sweden) and Siw Lundqvist (School of Business and Economics, Linnaeus University, Kalmar, Sweden)
DOI: 10.4018/IJITPM.2016070101
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Project success, which is critical to achieve, requires a competent project manager. Could anybody become a skilled project manager, or what does it take? One factor that is considered to influence the opportunities of succeeding is individuals' personality traits. Which ones would be suitable for Swedish IT project managers then? Could these be mirrored in the perspective of the Big five categories? This research was carried out by collecting and analyzing job advertisements (henceforth ads.) once a year (2010-2013), in total 325 ads. The findings indicate that the three most requested personality traits for a Swedish IT project manager are driven, communicative and structured. Mirrored in the Big five dimensions the most requested traits from the study fell into the categories conscientiousness and extraversion. The practical implication is improved ads. by using the Big five categories; research implications are foremost yet another perspective of IT project managers' personality traits.
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Project Success

According to Lechler and Dvir (2010) project success could be achieved by applying: A multidimensional approach, a number of alternative management structures, and also by the following of a taxonomy approach. Other perspectives of successful projects are: Project management success, project success, and consistent project success. Project management success (i.e. whether the project was carried out the right way or not) includes factors like: Time, cost, quality, technical performance, scope and safety. Project success (i.e. whether the right project was carried out or not, or rather if the right product was delivered or not) presumes that expected benefits and values are realized as well as stakeholder satisfaction was attained. Consistent project success (i.e. whether the right projects are carried out the right way, time after time – or not) refers to an all-embracing success rate for all projects that are undertaken in an organization (Cooke-Davies, 2004). In contrast, the size of the organization does not affect the success; however, for IT projects to keep up with technology is a fundamental success factor (Peslak, 2012).

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