پروژه ها و شخصیت ها : چارچوبی برای فردی سازی توسعه مدیریت پروژه حرفه ای در صنعت ساخت و ساز
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|3313||2012||9 صفحه PDF||سفارش دهید||5820 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : International Journal of Project Management, Volume 30, Issue 3, April 2012, Pages 273–281
The widespread use of project management across the construction industry has had a significant impact on management and management structures. Within this context, promotions based on traditional management models are no longer advisable for career development and ultimately business performance. This paper seeks to provide an additional route for competency identification and individualised career development founded on a project management based management model for the UK construction industry that recognises required shift in strategic awareness. A meta-list competency model was established via the analysis of relevant published models against a conceptual project management model. The meta-list was then used to analyse the MBTI® type descriptions for the generation of a theoretical career development framework that incorporates the impact of mental preference on performance, job satisfaction and succession planning. In doing so, it recognises the variance in strategic mentality and provides a practical approach to competency identification that demonstrates the potential link between project role and mental preference. From this, organisations within the construction industry now have an additional route for individualised and impartial gap identification and succession planning in their programmes.
The complexity of today's project environments has created an even greater need to ensure that construction organisations have effective career development programmes to fill project management roles with the ‘right’ people for successful delivery. To meet this need, organisations have looked to supplement established programmes with impartial methods to profiling employee characteristics. Currently lacking from these approaches is a means to reflect both the structural changes incurred through management by projects and the underlying principles of workplace competency. This paper seeks to highlight the impact of the revised project management based model, identify the competencies required by organisational project management within the UK construction industry and provide a framework which promotes improved career development by linking individual ‘mental preference’ to competency identification, performance, job satisfaction and succession planning. Research of this kind, specific to the construction sector, is needed and timely due to the risk associated with construction projects and their ability to cause organisation-wide collapse (Kangari, 1988) exacerbated by increases in complexity, globalisation and technology. To help to manage this risk, widespread change in the sector's approach to career development of practitioners operating outside of the traditional hierarchy (Pinto and Kharbanda, 1995) and the guidance for improving employee understanding beyond the limits of past performance is imperative. The first part of the paper concentrates on the impacts of the extensive use of project management and the resulting evolution of the management model. Construction industry specific, general management and project management competence/competency models are then considered based on this model to establish competency profiles for the generation of a theoretical career development framework. The framework's aim is to provide the link between individual competency, role and ultimately job satisfaction and performance. The scope of this work is limited to the development of a conceptual model and a theoretical framework for project management practitioners in the UK construction industry and comments in general on the workforce composition and structure traditionally recognised in this industry. It does not provide empirical validation but seeks to comment on the impact of new forms of management on career development practice.