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The Progression Towards Project Management Competence

The Progression Towards Project Management Competence

Gregory J. Skulmoski, Francis T. Hartman
Copyright: © 2009 |Pages: 21
ISBN13: 9781605664002|ISBN10: 1605664006|EISBN13: 9781605664019
DOI: 10.4018/978-1-60566-400-2.ch003
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MLA

Skulmoski, Gregory J., and Francis T. Hartman. "The Progression Towards Project Management Competence." Handbook of Research on Technology Project Management, Planning, and Operations, edited by Terry T. Kidd, IGI Global, 2009, pp. 37-57. https://doi.org/10.4018/978-1-60566-400-2.ch003

APA

Skulmoski, G. J. & Hartman, F. T. (2009). The Progression Towards Project Management Competence. In T. Kidd (Ed.), Handbook of Research on Technology Project Management, Planning, and Operations (pp. 37-57). IGI Global. https://doi.org/10.4018/978-1-60566-400-2.ch003

Chicago

Skulmoski, Gregory J., and Francis T. Hartman. "The Progression Towards Project Management Competence." In Handbook of Research on Technology Project Management, Planning, and Operations, edited by Terry T. Kidd, 37-57. Hershey, PA: IGI Global, 2009. https://doi.org/10.4018/978-1-60566-400-2.ch003

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Abstract

The purpose of this research was to investigate the soft competencies by project phase that IT project managers, hybrid and technical team members require for project success. The authors conducted qualitative interviews to collect data from a sample of 22 IT project managers and business leaders located in Calgary, Canada. They identified the key competencies for the three types of job roles. The research participants offered their opinions of what are the most important competencies from the following competence categories: Personal Attributes (e.g. eye for details), Communication (e.g. effective questioning), Leadership (e.g. create an effective project environment), Negotiations (e.g. consensus building), Professionalism (e.g. life long learning), Social Skills (e.g. charisma) and Project Management Competencies (e.g. manage expectations). The authors discuss the progression of competence through these job roles. They identified and discuss the interplay between a change in job role and the required competencies necessary for IT project success from a neuro-science perspective.

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