Doc Number: PMS 10/06-1
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| Title: Leadership competency profiles of successful project managers |
Author/s: Ralf Muller', Rodney Turner
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Citation: International Journal of Project Management 28 (2010) 437-448
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Abstract: This study examines the leadership competency profiles of successful project managers in different types of projects. Four hundred responses to the Leadership Development Questionnaire (LDQ) were used to profile the intellectual. managerial and emotional competences (IQ. MQ and EQ. respectively) of project managers of successful projects. Differences by project type were accounted for through categorization of projects by their application type (engineering & construction, information & telecommunication technology, organizational change). complexity, importance and contract type. Results indicate high expressions of one IQ sub-dimension (i.e. critical thinking) and three EQ sub-dimensions (i.e. influence, motivation and conscientiousness) in successful managers in all types of projects. Other sub-dimensions varied by project type. Comparison was made to existing profiles for goal oriented, involving and engaging leadership styles. Implications derived are the need for practitioners to be trained in the soft factors of leadership. particular for their types of projects. Theoretical implications include the need for more transactional styles in relatively simple projects and more transformational leadership styles in complex projects.
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Doc Number: PMS 10/06-2
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| Title: The impact of a training programme designed to target the emotional intelligence abilities of project managers |
Author/s: Nicholas Clarke
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Citation: International Journal of Project Management 28 (2010) 461-468
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Abstract: Emotional intelligence (El) has been suggested as underpinning a number of behaviours considered important for project management however few studies have been conducted to date examining whether training can improve EL A sample of project managers in the UK attended one of three 2-day El training programmes and the effects of the training evaluated to determine its impact on emotional intelligence abilities, empathy, and the project manager competences of teamwork and managing conflict considered to be underpinned by EL Using a pre/post test research design, positive effects were found 6 months later in the emotional ability, understanding emotions as well as the two project manager competences. Data collected 1 month post training showed no significant changes. The results suggest that training can have an impact on the emotional intelligence of project managers but that other conditions following attendance on training may also be necessary.
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Doc Number: PMS 10/06-3
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| Title: Effect of a virtual project team environment on communication-related project risk |
Author/s: April H. Reed, Linda V. Knight
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Citation: International Journal of Project Management 28 (2010) 422-427
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Abstract: Over 150 Information Technology practitioners participated in a study of differences in communication risk between traditional project
teams and those that operate virtually, with some team members physically remote. Contrary to prior research, results indicate the
level of risk from inadequate communication is not significantly greater when team members are not grouped in one location. Further,
despite increased dependence of virtual teams on technology for communication, there was no evidence of significantly more project risk
due to technological failure. However, virtual team projects exhibited notably more risk due to insufficient knowledge transfer. A plausible
explanation is decreased implicit or informal knowledge transfer in virtual environments. We conclude that the possibility of insufficient
knowledge transfer should be included in virtual project risk management plans, and consideration should be given in such
projects to the extent to which knowledge that is traditionally shared implicitly might be shared explicitly through electronic means.
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Doc Number: PMS 10/06-4
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| Title: Does risk management contribute to IT project success? A meta-analysis of empirical evidence |
Author/s: Karel de Bakker Albert Boonstra, Hans Wortmann
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Citation: International Journal of Project Management 28 (2010) 493-503
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Abstract: The question whether risk management contributes to IT project success is considered relevant by people from both academic and
practitioners' communities already for a long time. This paper presents a meta-analysis of the empirical evidence that either supports
or opposes the claim that risk management contributes to IT project success. In addition, this paper also investigates the validity of
the assumptions on which risk management is based. The analysis leads to remarkable conclusions. Over the last 10 years, much has
become known about what causes IT projects to fail. However, there is still very little empirical evidence that this knowledge is actually
used in projects for managing risks in IT projects.
This paper concludes with indicating new directions for research in the relation between risk management and project success. Key
elements are stakeholder perception of risk and success and stakeholder behaviour in the risk management process.
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Doc Number: PMS 10/06-5
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| Title: Opening the "Black Box" of Collective Competence in Extreme Projects: Lessons From the French Special Forces |
Author/s: Tessa Melkonian, Thierry Picq
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Citation: Project Management Journal, Vol. 41, No. 3,79-90
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Abstract: Developing teams capable of completing projects in extreme situations is becoming a major challenge for a growing number of organizations. The notion of collective competence is increasingly being seen as a vital precondition for the success of project teams, particularly in extreme environments. However, we still know little about the ingredients of this collective competence. To partially fill this gap, we make use of the insights offered by the very particular world of the French Special Forces, which have been operating successfully for several decades in extreme environments. Based on an in-depth qualitative study of their project-based mode of operations, we detail the six main ingredients of the collective competence that underpins the activities of commando units in the field and insist upon the criticality of the pre- and postmission phases during which this collective competence is actively reinforced.
KEYWORDS: project teams; extreme situation; collective competence; collective performance; Special Forces
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Doc Number: PMS 10/06-6
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| Title: Developing roles in change processes ? A case study from a public sector organisation |
Author/s: Michael Stummer, Dagmar Zuchi
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Citation: International Journal of Project Management 28 (2010) 384-394
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Abstract: Even though change is recognized to be of utmost importance in todajfs organisations, there exists no common understanding of
change roles. The relationship between change roles and program and project roles seems not to be clear, although many changes arc
organized by projects. The paper presents a case study of a transformation of a public organisation. In an action research approach
together with representatives of the case study company relevant roles for the change were developed and established.
The paper analyzes different change roles and project and program roles in literature and identifies shortcomings, presents the change
roles developed in the case study, reflects the necessity for an explicit definition and differentiation of change, program and project roles
for the fulfilment of a transformation, and it analyzes the benefits and disadvantages of the application of multi-role assignments in
changes.
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