A Principal Component Analysis of Project Management Construction Industry Competencies for the Ghanaian

Rockson Dobgegah,De-Graft Owusu-Manu,Kamil Omoteso

doi:10.5130/ajceb.v11i1.1680

Abstract

The study adopts a data reduction technique to examine the presence of any complex structure among a set of project management competency variables. A structured survey questionnaire was administered to 100 project managers to elicit relevant data, and this achieved a relatively high response rate of 54%. After satisfying all the necessary tests of reliability of the survey instrument, sample size adequacy and population matrix, the data was subjected to principal component analysis, resulting in the identification of six new thematic project management competency areas ; and were explained in terms of human resource management and project control; construction innovation and communication; project financial resources management; project risk and quality management; business ethics and; physical resources and procurement management. These knowledge areas now form the basis for lateral project management training requirements in the context of the Ghanaian construction industry. Key contribution of the paper is manifested in the use of the principal component analysis, which has rigorously provided understanding into the complex structure and the relationship between the various knowledge areas. The originality and value of the paper is embedded in the use of contextual-task conceptual knowledge to expound the six uncorrelated empirical utility of the project management competencies.

Highlights

The traditional philosophy of management in construction projects places great emphasis on the ability to plan and execute projects
Drawing extensively on the conceptual maps of project management competencies in the literature studied, the eighteen project management competency areas (PMCA) variables have been reduced to six competency areas forming the basis for lateral project management training requirements in the context of the Ghanaian construction industry
Key contribution of the paper to the body of knowledge is manifested in the use of the principal component analysis, which has rigorously provided understanding into the complex structure and the relationship between the various

Summary

Introduction

The traditional philosophy of management in construction projects places great emphasis on the ability to plan and execute projects. The concepts of company loyalty, traditional competitors, and employee development are changing at a pace that has not previously been encountered in post-industrial times (Goodman and Chinowsky, 1997). It is the emergence of these concepts alongside issues such as knowledge transfer, new markets, and information technology that form the requirements expected from today‟s construction projects graduates. As a result of these, the continued emphasis on project management as the key to organisation success is being reinforced, the importance of Project Management knowledge and skills (Goodman and Chinowsky, 1997). Maylor (2005) emphasised that, a thorough planning of scope, time and cost is done before project implementation and these must be discussed with stakeholders

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Discussion

Conclusion