Ambiguity acceptance and translation skills in the project management literature

Abstract

Purpose

The project management literature provides a fairly united picture of the importance of projects being successful. One success factor is represented by project managers themselves, whose personality, skills, knowledge, competencies, and traits affect project success. To better understand various project manager types, the purpose of this paper is to review the extant project management literature and propose a framework for categorising project managers based on the traits that they possess or lack.

Design/methodology/approach

The research commenced with identifying and collecting articles from the academic project management literature. The articles were then coded to identify different competencies and traits that a project manager needs to be successful. Based on this analysis, a framework with four main project manager types was developed.

Findings

The results indicate that ambiguity acceptance and translation skills are two important dimensions that project managers need to be successful. The four project manager types were arranged around two dimensions.

Research limitations/implications

The framework presented is based on previous research. Empirical testing of the proposed framework would be a promising direction for future research.

Practical implications

The framework assists reflective practitioners in identifying what kind of project manager they currently are, suggesting how they might transition into a different project manager type to increase their project management success rate.

Originality/value

This paper conceptualises project managers and how their personal traits relate to project success. It offers practical help to project managers in understanding their strengths and limitations, and how to become a different type of project manager.

Citation

Gray, K. and Ulbrich, F. (2017), "Ambiguity acceptance and translation skills in the project management literature", International Journal of Managing Projects in Business, Vol. 10 No. 2, pp. 423-450. https://doi.org/10.1108/IJMPB-05-2016-0044