Competences of the Project Manager

• Autorzy: Dorota Balcerzyk
• Języki publikacji: EN

Abstrakty

EN

Purpose: The main objective of the research presented in this paper was to identify the managerial competences of project team managers. In order to achieve this objective, the first part of the paper explains the meaning of the term "project management" in the literature on management and quality. The second part of the paper is devoted to an analysis of the conducted research, on the basis of which an attempt is made to answer the question: which managerial competences are key in the role of a project manager? Design/methodology/approach: The research presented in this paper is based on the analysis of the literature on project management and managerial competences. The studies in literature also included secondary sources, which were communications from research of similar scope. The combination of different research methods allowed to obtain a broader context of the studied phenomenon and ensured a higher quality of the conducted research. The diversity of methods was aimed at achieving a consistency of the empirical basis for the inference. A diagnostic survey was adopted as the leading method. The remaining methods applied in the paper were auxiliary (complementary). Findings: An inseparable element of human life is change, which also accompanies enterprises on a daily basis. The information about changes in the market and competitors, provided every day, is a natural manifestation of economic life. Consequently, everyone has to improve their operations in the area of products, technology and organisation in order to remain on the market. As a result, every person, as well as every economic activity take actions aimed at achieving the intended goals, facing new needs and challenges. The way to achieve the desired results is a process known as a project. The efficient functioning of a project team requires the use of appropriate management support methods and tools, systematic measurement, constant comparison with competitors, removal of barriers and the exploitation of development opportunities. Research limitations/implications: In the future, research will be continued on a larger research sample. Practical implications: The paper presents the results of research carried out at a nationwide telecommunications operator that employs several thousand people. This company is part of a large capital group and, due to the group's communication policy, has reserved anonymity. The findings are very interesting and encourage research on a larger scale. They are a valuable source of information for managers responsible for the formation of project teams, the selection of its members, their functioning and project implementation. On the other hand, for persons responsible for recruiting employees, the results may be useful in terms of developing a project team manager's profile, in particular when identifying the key managerial competences. Originality/value Based on empirical research, the paper proposes an original set of systemic solutions for project management to improve organisational performance.(original abstract)

Słowa kluczowe

PL

Zarządzanie projektem; Kompetencje

EN

Project management; Competences

• Czasopismo: Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska
• Rocznik: 2022
• Numer: z. 160 Modernity of Industry and Sciences = Nowoczesność przemysłu i nauki
• Strony: 53-69

Twórcy

autor

Dorota Balcerzyk

Bibliografia

• 1. Balcerzyk, R. (2018). Wpływ kompetencji oficerów na rozwój ich na rozwój ich kariery zawodowej. Zarządzanie Zasobami Ludzkimi, nr 3-4, pp. 122-123.
• 2. Balcerzyk, D. (2021). The Role of a Leader in Contemporary Organizations. European Research Studies Journal, Vol. XXIV Iss. 1, pp. 226-240. DOI: 10.35808/ersj/1959.
• 3. Balcerzyk, D., Karczewski, D. (2022). The competencies of a manager as a factor contributing to the success of a company in the VUCA environment. Scientific Papers of Silesian University of Technology - Organization and Management Series, No. 157, pp. 9-23, DOI: http://dx.doi.org/10.29119/1641-3466.2022.157.1.
• 4. Czaińska, K. (2021). ICT Labor Market Needs: The Gap in Secondary School Graduate. Soft Skills as a Challenge for the Educational System. Human Resource Management [Zarzadzanie Zasobami Ludzkimi], Iss. 1/2, pp. 195-220.
• 5. El-Saba, S. (2001). The skills and career path of an effective project manager. International Journal of Project Management, Vol. 19, Iss. 1, pp. 1-7. https://doi.org/10.1016/S0263-7863(99)00034-4.
• 6. IPMA (2015). Individual competence baseline for project, programme & portfolio management. Version 4.0. Zurich, p. 5.
• 7. Kaufmann, C., Kock, A. (2022). Does project management matter? The relationship between project management effort, complexity, and profitability. International Journal of Project Management, Vol. 40, Iss. 6, pp. 624-633. https://doi.org/10.1016/ j.ijproman.2022.05.007.
• 8. Marnewick, C., Marnewick, A.L. (2021). Digitalization of project management: Opportunities in research and practice. Project Leadership and Society, Vol. 2, 100026, https://doi.org/10.1016/j.plas.2021.100026.
• 9. Musioł-Urbańczyk, A. (2010). Kluczowe kompetencje kierownika projektu. Marketing i Zarządzanie, 2(10), pp. 93-108.
• 10. Nicholas, J.M., Steyn, H. (2012). Zarządzanie projektami. Zastosowanie w biznesie, inżynierii i nowoczesnych technologiach. Warszawa: Oficyna a Wolters Kluwer business, p. 18.
• 11. Office of Government Commerce (2010). PRINCE 2TM - Skuteczne Zarządzanie Projektami. London: The Stationery Office (TSO).
• 12. Podgórska, K., Jasińska, M. (2015). Między oczekiwaniami a rzeczywistością. Umiejętności miękkie u osób wchodzących na rynek pracy. e-mentor, nr 5(62), pp. 16-20.
• 13. Project Management Institute Inc. (2006). Kompendium wiedzy o zarządzaniu projektami. PMBOK® Guide III edycja. Warszawa: MT&DC, p. 5.
• 14. Project Management Institute Inc. (2017). A guide to the Project Management Body Of Knowledge. PMBOK® Guide VI edycja. Warszawa: MT&DC.
• 15. Radujković, M., Sjekavica, M. (2017). Project Management Success Factors. Procedia Engineering, 196, pp. 607-615.
• 16. Scott-Young, Ch., Samson, D. (2008). Project success and project team management: Evidence from capital projects in the process industries. Journal of Operations Management, Vol. 26, Iss. 6, pp. 749-766. https://doi.org/10.1016/j.jom.2007.10.006.
• 17. Simerson, B.K., Venn, M.L. (2010). Menedżer jako lider. Warszawa: Oficyna a Wolters Kluwer business.
• 18. Sus, A., Sylwestrzak, B. (2021). Evolution of the Labor Market and Competency Requirements in Industry 4.0 versus the Covid-19 Pandemic. European Research Studies Journal, Vol. XXIV, Iss. 1, pp. 494-506.
• 19. Thomas, J., Mullaly, M. (2007). Understanding the Value of Project Management: First Steps on an International Investigation in Search of Value. Project Management Journal, 38(3), 74-89. https://doi.org/10.1002/pmj.20007.
• 20. Trocki, M., Grucza, B., Ogonek, K. (2003). Zarządzanie Projektami. Warszawa: PWE.
• 21. Wysocki, R. (2013). Efektywne zarządzanie projektami. Tradycyjne, zwinne, ekstremalne. Gliwice: Helion, p. 62.

Identyfikatory

DOI

10.29119/1641-3466.2022.160.4