Core competencies required of project managers

Michael Birkhead,Tudor Maxwell,Margaret Sutherland

doi:10.4102/sajbm.v31i3.739

Michael Birkhead, Tudor Maxwell + Show 1 more

Open Access

https://doi.org/10.4102/sajbm.v31i3.739

Copy DOI

Abstract

Project management is internationally recognised as a management tool that is critical for success in the current work environment. In South Africa, initiatives are under way to produce internationally acceptable education and certification standards for the profession. The aim of this study is to identify the competencies and training needs required of project managers operating in South Africa's unique context. A questionnaire based on both previous international studies and personal interviews was administered by e-mail to members of the Project Management Institute of South Africa. Data was received from 128 respondents operating primarily in information technology, construction and engineering fields across the country. The results of the survey establish a rank ordered list of the competencies and training needs of South African project managers, and confirm that project management competencies are generic in nature. The findings are unique to South Africa, and proffer a set of core competencies which has important implications for the certification and training of South African project managers.

Highlights

Project management is a comparatively new branch of general management
The second phase comprised eight personal interviews with project managers holding senior positions in private organisations or academic institutions. These interviewees were selected in consultation with the Project Management Institute of South Africa (PMISA) to identify key stakeholders in the profession
This study has established the core competencies required of project managers operating in the construction, engineering and information technology fields, and identified current training needs

Summary

Introduction

Project management is a comparatively new branch of general management. Organisations have recognised the efficacy of projects to create cross-functional teams, and to achieve rapid results within strict time and budget constraints (Peters, 1992). This has made project management a critical and powerful tool in the hands of the modem organisation (Pinto & Kharbanda, 1996). As more organisations move towards a project-based approach, the demand for project managers has outstripped supply and there is a growing international interest in the selection, training and certification of project managers (Stewart, 1995; Crawford, 1998)

Objectives

Methods

Conclusion