Abstract
Abstract: This study aimed to analyze the perception of the project manager regarding the Executive Secretary’s contribution in project management. The pursuit of competitive advantage has led organizations to be concerned with project management and the communication difficulties and a lack of leadership during the process are cited among the reasons that compromise project success. In order to relate the powers of the Executive Secretary with the competences of the project team, was used the Brazilian Curriculum Guidelines of the Executive Secretariat Course and the skill set proposed by the International Project Management Association, for the construction of a theoretical model, which was analyzed by structural equation modeling. The results showed that the Executive Secretary is a contributive member of the project management team who enables efficient management of projects. With this result, we found that project managers may seek Executive Secretariat support to achieve project success.
Highlights
One of the biggest challenges for organizations is the project team's commitment to project management
In order to understand the presented problem situation, this study aims to analyze the perception of project managers as to the Executive Secretary contribution in project management
This study analyzed the perceptions of project managers regarding the Executive Secretary (ES) contribution to project management (PM), using five constructs measuring ES skills and those of the project team
Summary
One of the biggest challenges for organizations is the project team's commitment to project management. At the beginning of project management, it was possible to execute successful projects, only defining time and costs (Thamhain, 1993; Magalhães et al, 2020). It is necessary to manage teams and this is an art that involves great challenges. The success of projects today depends on multidisciplinary efforts, with the involvement of the entire project team (Thamhain, 2012; Moura, Carneiro, & Diniz, 2018). Project management has evolved to be more collaborative between leaders and team members, with the assurance of faster adoption of changes and benefits, if well executed (van der Vaart et al, 2012). The commitment of the project management (PM) team contributes to the project link between the corporation and the project stakeholders (Carvalho & Rabechini, 2011)
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